Mike Cardus

APRIL 14, 2011

These misconceptions have arisen from the observation of how people behave, understandably, within badly flawed managerial leadership systems.”. List is from Elliot Jaques “Social Power & the CEO” 2002. In what ways can you (as a manger) improve the system? In what ways can you (as employee) improve the system?

System 157

System Commitment Motivation Incentives 157

HR Digest

AUGUST 1, 2019

MARC is focused on empowering male executives and leaders to model inclusive behavior, influence more equitable talent management systems and processes, and build effective partnerships across gender. Since 2002, Chevron reports a 68 percent increase in the number of women and minorities in senior leadership and executive positions.

Diversity 107

Diversity Succession Disaggregation Self-aware 107

LDRLB

JUNE 14, 2011

I think we could agree though, when Strategic Planning (SP) is done right (development process, implementation, and execution) then there is great potential. Confusing frenetic motion with constructive action, they are noted for their “unproductive busyness” (Bruch & Ghoshai, 2002, Beware the Busy Manager , Harvard Business Review).

Strategic Planning 104

Strategic Planning Planning Ryan Covey 104

LDRLB

JUNE 14, 2011

I think we could agree though, when Strategic Planning (SP) is done right (development process, implementation, and execution) then there is great potential. Confusing frenetic motion with constructive action, they are noted for their “unproductive busyness” (Bruch & Ghoshai, 2002, Beware the Busy Manager , Harvard Business Review).

Strategic Planning 74

Strategic Planning Planning Ryan Covey 74

Deming Institute

APRIL 3, 2020

Guest blog post by Doug Stilwell, Assistant Professor in Educational Leadership at Drake University. Deming’s “Appreciation for a System,” one of the four components of his System of Profound Knowledge. A system is a whole with interrelated parts that work to achieve the aim of the system.

System 72

System Deming Constraint Goldratt 72

Ask Atma

MAY 20, 2012

The key is to develop determination and commitment for the process. Systems intelligence – sensing the big picture and how things connect. Similar to creating a learning environment, building an organization that not only supports virtuous principles but also causes them, requires you to invest heavily in leadership.

Team 52

Team How To Knowledge Management Self-aware 52

Modern Servant Leader

JUNE 15, 2018

Larry Spears was the CEO of the Greenleaf Center for Servant-Leadership for nearly two decades. He now runs the Spears Center for Servant-Leadership (Indianapolis), and serves as Servant-Leadership Scholar at Gonzaga University (Spokane). Discovering Servant-Leadership 2:13. Defining Servant-Leadership Defining 0:28 5:47.

Greenleaf 125

Greenleaf Servant Leader Leadership Learning-by-Doing 125

Modern Servant Leader

JUNE 15, 2018

Larry Spears was the CEO of the Greenleaf Center for Servant-Leadership for nearly two decades. He now runs the Spears Center for Servant-Leadership (Indianapolis), and serves as Servant-Leadership Scholar at Gonzaga University (Spokane). Discovering Servant-Leadership 2:13. Defining Servant-Leadership Defining 0:28 5:47.

Greenleaf 100

Greenleaf Servant Leader Leadership Learning-by-Doing 100

Harvard Business Review

MARCH 24, 2017

The process is arduous, negotiations are tough, and you’re working against a tight deadline. For example, compensation tied solely to landing a contract invites abuse of the system. The CEO of Volkswagen from 1993 to 2002 was famous for his willingness to demote or fire employees who failed to meet expectations.

Ethics 8

Ethics Company Incentives Policies 8

Harvard Business Review

NOVEMBER 9, 2018

The most effective way to build a culture of transparency begins with those in leadership positions. It is the responsibility of the leadership team to develop an atmosphere in which there is balanced accountability and continuous improvement and this is everyone’s shared duty. Leaders must create a no-blame culture.

Health Care 10

Health Care Quality Report Environment 10

Harvard Business Review

DECEMBER 30, 2011

Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table. Likewise, they leave too many people behind with an elite selection process that fast-tracks "hi-pos" and essentially discards the rest. Developing people is a process — not an event.

Development 17

Development Biotechnology CIO Short-term 17

Harvard Business Review

MAY 24, 2018

In 2002 the company hired a chief diversity officer, Anand Rohini, to make diversity a priority. The most frequent include: assessment tools (climate surveys, statistics monitoring, minority targets), human resources programs (flexible policies, mentoring or coaching), communication campaigns, and training programs. Consider Sodexho.

Diversity 8

Diversity Human Resources Policies Project 8

Harvard Business Review

JANUARY 10, 2012

But in a world in which bringing managers in every year for a week of offsite training is so 1960s, how do you make the leadership development process relevant to the global economy? Randy MacDonald: "We observed that 80% of leadership development is based on work experience. Fostered global teamwork.

Globalization 15

Globalization Human Resources Diversity Long-term 15

Harvard Business Review

SEPTEMBER 15, 2015

About 35-45% of health systems’ total costs stem from practices that don’t benefit and may even hurt patients — such as questionable or unjustified treatments, unproven variation in treatment delivery, redundant or otherwise unnecessary testing, and reimbursement for services that result from bad health outcomes.

Insurance 8

Insurance Cost Incentives Metrics 8

Chart Your Course

JUNE 30, 2016

It is hands-down the most popular leadership book of all time. He demonstrates that the ability to build trust is THE key leadership competency of the new global economy. The Five Dysfunctions of a Team: A Leadership Fable (2002). Welch is perhaps the most famous CEO-turned-leadership-author and a vocal advocate of HR.

Human Resources 100

Human Resources Talent Management Resources Ulrich 100

Harvard Business Review

OCTOBER 15, 2014

The US-based company used to be a diversified industrial group, with activities in all types of glass, chemicals, paints, optical materials, and biomedical systems. PPG (originally “Pittsburgh Plate Glass”) is a splendid example of such a transformation. PPG (originally “Pittsburgh Plate Glass”) is a splendid example of such a transformation.

Company 10

Company Chemicals Short-term How To 10

Harvard Business Review

OCTOBER 11, 2011

Our own research on organizational strategy and leadership more broadly suggests a reason. In 2002, director Geoff Canada led an effort to divest some of these services, not by shutting them down but by transferring them to other qualified agencies like the Jackie Robinson Senior Center. Why the disparity?

Crisis 13

Crisis Mayo Strategy Short-term 13

Harvard Business Review

SEPTEMBER 13, 2011

Upon his retirement in 2002, Bill invented a new life and purpose (by making little bets, I might add shamelessly) to write and to teach. The new book is about how to create a great personal board of directors or tribe, along with all the norms, practices, and feedback mechanisms to support your leadership (and life).

Open-book 9

Open-book Chemicals Chief Operating Officer Goleman 9

Strategy Driven

OCTOBER 11, 2013

K-Mart closed 617 of its under-performing department stores and filed for Chapter 11 bankruptcy reorganization in 2002. Real estate consultants are not business strategists, but the retail system gives them the say-so in establishing community presence. Current management of both companies were ill-advised on handling the crises.

Crisis 59

Crisis Crisis Management Retail Budgeting 59

Strategy Driven

FEBRUARY 4, 2011

It takes tragedies occurring in order for the system to stand back, take focus and fix what is wrong. Yet, most CEOs were never trained on how to be CEOs, with all the responsibility, people skills, leadership and ethical management that must go along with the job. Processes, Running the Company. It’s a whole new world.

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

JANUARY 8, 2014

As that dramatic disintegration played out in early 2002, I had to present our office’s results and perspectives at the firm’s annual partners’ meeting in Switzerland. They can reverse-engineer your processes. That’s the standard process, and it remains intact today. As you can imagine, that was not an easy time for me.

Emotional Intelligence 9

Emotional Intelligence GDP McKinsey Airlines 9

Harvard Business Review

OCTOBER 10, 2016

As work itself is changing, some of the basic tenets of leadership development are being challenged. IBM has been building a talent system that both aligns with and accelerates this phenomenon of the external disaggregation of work. Development programs must evolve from a static, closed-system approach. Insight Center.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

Harvard Business Review

NOVEMBER 30, 2010

Black has no management experience in education — her entire career has been spent in magazine publishing — and her contact with the public school system in New York has been very limited. Cathleen Black's appointment raises, first, the perennial question: Is leadership a highly contextual capability?

Tacit Knowledge 12

Tacit Knowledge Festinger Social Capital Education 12

Strategy Driven

MARCH 11, 2011

The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. ’ It fostered a false sense of security for employees, paying higher salaries than the marketplace, thus keeping employees dependent upon the system via golden handcuffs. Executives never stayed long. He has advised two U.S.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57