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How Would You Put Your Organization Out of Business?

Talent Anarchy 1

Among the things he discussed in his keynote was how to combat groupthink. Groupthink may be the most dangerous force running rampant within organizations today. It’s certainly deadly to innovation. To combat Groupthink requires divergent thinking. It will make you smarter and better.

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LeadershipNow 140: January 2017 Compilation

Leading Blog

Here's Why Emotions Are The Secret Sauce Of Innovation by ‏@HessEdward. Seven Attributes of the Most Innovative Cultures by Gordon Redding via @INSEADKnowledge. HBR: Why We Keep Hiring Narcissistic CEOs. Unleashing Creativity And Avoiding Groupthink by Michelle M Smith via @octanner. Do You Have All the Answers?

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July 2021 Leadership Development Carnival

Lead Change Blog

This is why the Imposter Syndrome bedevils us more and more as we rise higher in an organization or move out farther away from organizational groupthink into entrepreneurship to take on more accountability and (potentially) make more costly mistakes. Jon Mertz of Thin Difference shared CEO activism needs a modern-day blueprint.

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Asking the Right Questions Often Leads to the Best Answer

Leading Blog

These are questions that require you to challenge groupthink, conventional wisdom, and your own biases. CEOs are often the most successful people. For example, you can make more money but will have less free time; you can fix the bottom line but will have to lay off workers; you can liberate a country but will cause damage and death.

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36 Lessons for Business & Life from Trillion Dollar Coach Bill Campbell

Leading Blog

He coached many others including Sundar Pichai, CEO of Google, Dan Rosensweig, CEO of Chegg, John Hennessy, former President of Stanford University, and Sheryl Sandberg, COO of Facebook. The goal of consensus leads to “groupthink” and inferior decisions. Innovation Is Where the Crazy People Have Stature.

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Want to build high-performing teams?

Coaching Tip

In China, employee perceptions of inclusion accounted for 78% of innovation and 71% of team citizenship. In Mexico, they accounted for 51% of innovation and 60% of team citizenship. In India, they accounted for 62% of innovation and 43% of team citizenship. Inclusive leaders are humble.

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Improving the Way Boards, CEOs, and Shareholders Interact

Harvard Business Review

companies, the guidelines contain helpful (although not entirely novel or innovative) recommendations such as compensating outside directors with stock, giving non-executive directors unfettered access to management, and discouraging the practice of earnings guidance. Intended to strengthen corporate governance at U.S.

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