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. There might even be incentives in place that discourage sharing.

Incentives 258

Incentives Agility Resources Follow-up 258

Harvard Business Review

MAY 3, 2011

The Cardinals, quarterbacked by an inspired Kurt Warner in the twilight of his illustrious career, mounted a spectacular comeback to go ahead 23-20 on a 64-yard touchdown bomb to Larry Fitzgerald with 2:37 left in the game. The Steelers, led by young star Ben Roethlisberger , leapt out to a 10-0 first-quarter and 20-7 halftime lead.

CEO 15

CEO Consensus Conference Rogers 15

Harvard Business Review

DECEMBER 27, 2016

Does being a physician inform leadership through a shared understanding about the motivations and incentives of other clinicians? ” Having spent their careers looking through a patient-focused lens, physicians moving into executive positions might be expected to bring a patient-focused strategy.

Management 14

Management 360-Degree Feedback Mayo Training 14

Harvard Business Review

FEBRUARY 23, 2012

It was led people by who have devoted their career to this topic and included Daniel Goleman, coiner of the term "emotional intelligence." A leader like this can define the strategy through the language, incentives, measures, capabilities of the people executing it.

Self-aware 15

Self-aware Goleman Emotional Intelligence Competitive Advantage 15

Harvard Business Review

MAY 16, 2011

It sets in when people collaborate on the wrong things or when collaboration efforts get bogged down in endless discussions and consensus decision-making in which no one is clearly accountable. The alternative problem is that collaboration sometimes goes too far. The result is slow and poor execution.

CIO 15

CIO Consensus Bottom-up Organizational Behavior 15

Harvard Business Review

JUNE 30, 2014

Aspiring leaders of professional service firms must build and sustain consensus among their colleagues, make trade-offs between competing interest groups, and offer incentives to individuals to lend their support. And they can find the secrets to enjoying a brilliant career in an organization where so many are brilliant.

Politics 8

Politics Pharmaceuticals Consultative Consensus 8

Harvard Business Review

APRIL 1, 2013

That's the new quantitative consensus reshaping professional sports worldwide. This next-generation "moneyball" ethos now transforming pro sports has enormous implications for how high-performance managers will incent and inspire tomorrow's high achievers. Future potential matters (much) more than past performance.

Loyalty 8

Loyalty Franchising Six Sigma Sports 8