Strategy Driven

JUNE 10, 2015

Much of what is written about leadership falls into the category I call 'trait-centered leadership': someone deemed 'at the top' who uses his/her personality, influence, and charisma to inspire and give followers – possibly not ready for change - a convincing reason to follow an agenda set by the leader or the leader's boss.

Charisma 50

Charisma Leadership Resistance Follow-up 50

Tanveer Naseer

JANUARY 14, 2014

Also compassionately remember that the people you are relying on to implement a new product, service, or management model may not have all the power you give them credit for. Implementing change today relies on building consensus rather than top down executive fiat. ” are gone.

Contingency Plans 250

Contingency Plans Consensus Discount Planning 250

Strategy Driven

FEBRUARY 25, 2016

I’ve read that there are leaders and project managers who prefer not to collaborate, when engaging in an initiative, because of needs for control. And decision makers who start their information gathering before fully involving those who will implement. What sort of success is possible when one source is driving change and.

Succession 50

Succession Consensus Resistance Proposal 50

Mike Cardus

MAY 3, 2013

Working with managers, teams and various sizes of companies …we all feel stuck and that nothing is ever going to change. It is tough to have them choose just 1 … and if we can get agreement through consensus the team is doing really great. In the past when faced with challenges how has the team managed to be successful?

Team 141

Team Company Team Building Executive Coaching 141

Eric Jacobson

FEBRUARY 13, 2023

The ones who resist making those decisions – who won’t cannibalize their own hero product or won’t terminate the toxic star employee – tend to be insecure and driven by ego or other impure motives. And time spent prematurely cultivating buy-in and fostering consensus just amounts to energy leakage.

How To 84

How To Commitment Hedge Resistance 84

Great Leadership By Dan

JUNE 21, 2012

For 150 years, corporations, governments and militaries were built for up-and-down leadership, with incentives and rewards that discouraged cross-organization thinking and, in many cases, actually created or encouraged internal competition. Focus on authentic leadership and eschew passive aggressiveness.

Incentives 258

Incentives Agility Resources Follow-up 258

Strategy Driven

MARCH 5, 2014

What issues would need to be agreed upon for a solution to get group consensus and buy-in? And you end up with resistance, delayed sales cycles, implementations studded with costly errors and insufficient data, regardless of the efficacy of your solution. What does the housing market look like for the sale of your house?

Creativity 88

Creativity Resistance Consensus Case Study 88

Strategy Driven

MAY 5, 2016

How do you manage your CP’s biases, triggers, filters, and assumptions to expand choice and possibility, and avoid unconscious resistance, fallout, and restricted results? Do your current methods of avoiding resistance work? Not to mention lost sales and difficult implementations.). premature goal setting.

Influence 50

Influence Resistance Consensus Learning-by-Doing 50

Strategy Driven

APRIL 14, 2016

Cognitive Dissonance: When the content we share – words, questions, information, education, advice, written material – goes against someone’s (conscious or unconscious) personal beliefs and system of Self, we cause Cognitive Dissonance and resistance regardless of the efficacy of the information. often fall on deaf ears.

Skills 50

Skills Resistance Self-aware System 50

Strategy Driven

JULY 29, 2015

Anyone who will touch the final solution must be present to move forward or there will be fallout, sabotage, and resistance: there is no way to compensate (as per creativity or consensus) once a meeting is held with folks missing. Management and Leadership – Managing Your Virtual Team. No restrictions.

Resistance 50

Resistance Download Open-book Diversity 50

Strategy Driven

MAY 28, 2014

When I started up my tech company in London in the 80s I realized the problem: as a buyer, my direct needs were often superseded by the social, political, organizational, and relational considerations I had to manage. That way we got onto the Buying Decision Team early and became great relationship managers. That is our Achilles Heel.

Marketing 81

Marketing Consensus Content Follow-up 81

Marshall Goldsmith

MAY 26, 2014

Why We Resist Change. Almost every participant who attends my leadership training program intends to apply what has been learned back at work. Even when I’ve gotten the greatest advance build-up as someone who can help people change for the better, I still meet resistance. These same beliefs can make it tough for us to change.

Succession 181

Succession Commitment Follow-up Learning-by-Doing 181

Harvard Business Review

JULY 20, 2012

By not relegating the execution of strategy, the Chief Execution Officer can achieve consensus and commitment across the leadership team, establish and preserve the integrity of the strategy, and engage the work force. Lead the Leadership Team. Making these tough staffing choices is a role for the Chief Execution Officer.

Chief Executive Officer 15

Chief Executive Officer Execution Strategy Consensus 15

Skip Prichard

APRIL 19, 2021

That’s where Oleg Konovalov, business educator, consultant, coach, and a top global thinker on leadership wants to help. How do aspiring leaders develop this leadership skill? We are living in a time of leadership blindness. Visionaries are leaders who managed to turn their vision into a reality despite many challenges.

Consensus 135

Consensus Learning-by-Doing Long-term Banking 135

Harvard Business Review

MAY 6, 2016

Although the core ingredients of leadership are universal (good judgment, integrity, and people skills), the full recipe for successful leadership requires culture-specific condiments. In other words, good leadership is largely personality in the right place. What makes a great leader? Decision Making. The synchronized leader.

Leadership 8

Leadership Leadership Styles Consensus Cooper 8

Harvard Business Review

SEPTEMBER 10, 2012

Incremental innovations can be managed at the operating levels where the people know the customers/consumers best and decisions can be made in a more consensus-driven way with input and agreement between all stakeholder functions. Because consensus and familiar metrics are death to breakthrough.

Process 15

Process Innovation Stage-Gate Net Present Value 15

Harvard Business Review

MARCH 29, 2018

Maybe your manager frequently stops by and says, “Can you come join this meeting now?”) Your peers and direct reports may be well positioned to tell you how to proceed with your manager and those above. Is it through formal channels, like meetings that are always set in advance, and to which everyone comes well-prepared?

Company 15

Company Consensus Influence Information 15

Harvard Business Review

OCTOBER 25, 2018

That’s because the primary obstacle is invisible: the internal resistance that all human beings experience, often unconsciously, when they’re asked to make a significant change. We see this play out over and over in two contrasting styles of leadership. But it’s difficult to balance these qualities.

Skills 11

Skills Decentralization Agility Resistance 11

Harvard Business Review

NOVEMBER 7, 2013

This meeting of the extended CPC leadership may prove to be exceptionally important; China’s new leaders are likely to announce an economic blueprint for the next decade at the conclave. There was skepticism about whether the then leadership-in-waiting would even embark on the reforms that China required. will become clearer too.

Policies 8

Policies Uncertainty Long-term Resistance 8

Harvard Business Review

FEBRUARY 22, 2011

Editor's note: This post is the first in a three-week series examining innovation in health care, published in partnership with the Advanced Leadership Initiative at Harvard University. Lack of consensus among players in a complex system is one of the biggest barriers to innovation. It's a classic change management problem.

Health Care 15

Health Care Innovation Pharmaceuticals Consensus 15

Harvard Business Review

JANUARY 25, 2011

I wanted to accept the consensus as a sign that the company had rounded the corner on its 3-year slog to be more relevant in their market. I knew that the new head of engineering and the head of product management had worked through a ton of issues to get to this review meeting prepared. A rebel resists conformity.

CEO 15

CEO Engineering Consensus Innovation 15

Harvard Business Review

JANUARY 24, 2012

And I couldn't resist following up with an email Q&A: Justin Fox: A lot of smart people have been saying for a while now that public-company executives should put less time and effort into dealing with Wall Street. Managers clearly have to respond to regain investors' trust. In the final analysis, managers can't shun corporate owners.

Short-term 11

Short-term Long-term Parcell Incentives 11

Harvard Business Review

AUGUST 10, 2012

In matrix organizations, leaders suddenly find themselves having to master the challenges of managing cross-divisional, international teams over whom they have little formal authority. Self-awareness allows leaders to summon the patience to manage the complexities of the matrix. Just how scarce are matrix-related leadership skills ?

Management 14

Management Self-aware Emotional Intelligence Influence 14

Harvard Business Review

APRIL 19, 2017

Short for decentralized autonomous organization , a DAO is software designed to manage the fiduciary obligations of holding and disbursing blockchain assets without any human involvement. But we must resist the temptation to anthropomorphize code and misapply machine governance to social systems. Consider the case of The DAO.

Decentralization 10

Decentralization Consensus Resistance Politics 10

Harvard Business Review

MAY 7, 2014

It can be draining, but I’ve learned how to manage the process to make it meaningful without being overwhelming. This doesn’t necessarily require a collective decision-making process or a unified consensus. Manage the emotion. Our reluctance to acknowledge endings can stem from our resistance to these feelings.

Objective 11

Objective Participative Consensus Process 11

Harvard Business Review

NOVEMBER 5, 2014

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. Managing people'

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

NOVEMBER 5, 2014

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. Managing people'

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

JUNE 6, 2011

It's their failure to effectively manage the wickedness of the problems they face — problems that resist obvious solutions. Brilliant leadership is now about brilliant facilitation. Managing complexity is iterative and never final, which is why brilliant facilitators are not reluctant to revisit decisions.

Chaos Theory 14

Chaos Theory Uncertainty Resistance Leadership 14

Harvard Business Review

OCTOBER 4, 2011

One of the most frequent complaints that I hear from managers is how difficult it is to get things done in the face of conflicting agendas, misaligned priorities, pursuit of personal goals, and unresolved issues — all often lumped under the umbrella of "politics." Even if you can embrace politics, managing them is not an easy process.

Politics 11

Politics Proposal Consensus Health Care 11