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Foxes And Hedgehogs: Which One Are You?

Lead Change Blog

In 2001, I accepted my first official leadership position as a human resources director with one audacious goal – to be and do all the things to serve all the people. It didn’t take long to figure out that I wasn’t good at trying to be and do all the things to serve all the people.

Collins 366
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Preview Thursday: No Ego by Cy Wakeman

Lead Change Blog

For the first time, I would be leading a team, which got me a free ticket to the Human Resources boot camp for managers. In 2001, she founded Reality-Based Leadership. My entry into Reality-Based Leadership started with the Open-Door Policy. After several years as a family therapist, I got a promotion in my organization.

Open-book 260
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HR Departments: Partners or Roadblocks in Strategy?

LDRLB

Timothy Stagich (2001) writes that personnel (HR) departments are “blackholes of human potential, buried under piles of resumes and red tape, while relying on hierarchies and cumbersome procedures to justify their existence in hierarchies (p.114). Strategy human resources strategy vanderpyl' Is HR ready for that?

Strategy 100
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Will Aetna CEO Transform Healthcare (and CEO Leadership While He’s at it)?

Michael Lee Stallard

In 2001, Bertolini’s son was diagnosed with incurable lymphoma. Bertolini asked human resources to look into it. Mark Bertolini is a wonderful illustration of this point. Serving a Cause Greater than Themselves. Bertolini took time off from work and moved into his son’s hospital room.

CEO 150
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6 Defining Values of a Leadership Culture

N2Growth Blog

in 2001, I worked for a boutique strategy consulting firm out of Princeton, NJ that developed and delivered high-cost elaborate strategic plans. Another human resource colleague of mine cares deeply about changing their culture, but she isn’t the CEO, and without the CEO caring, it will never get the attention it needs.

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Alliance Leadership

LDRLB

I came across an interesting comment recently: “Firms need to think more strategically about developing not just managers or global managers, but alliance managers, as they will run the companies of the future” (Isabella & Spekman, 2001, p.240). This may be too much for a North American leader to do though. Isabella, L.A. &

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The Paradox of Commitment

LDRLB

Hall et al (2001) describe the paradox of commitment where “people are most able to develop internal commitments and attachments when they have the free choice to leave and choose to stay. Tim Vanderpyl is a Certified Human Resource Professional (CHRP) with Canada’s largest catholic healthcare organization. & Yan, A.