Great Leadership By Dan

MAY 30, 2019

You need to de-bias the systems that run the organisation, such as recruitment, pay, procurement, talent management and marketing. This creates a culture where disagreement and debate is welcome, and guards against blind spots and groupthink. And you need to lead inclusively. As a result, those businesses will thrive as well.

Diversity 231

Diversity Groupthink Policies Environment 231

Lead Change Blog

DECEMBER 9, 2016

2) Manage paradoxes. Effective leadership is an oscillating mix of head and heart: managing both facts and feelings as well as logic and emotion. Paul Block, CEO of Merisant, observes, “People with different lifestyles and different backgrounds challenge each other more. Discourage groupthink and don’t shoot the messenger.

Diversity 150

Diversity Groupthink Leadership Follow-up 150

Great Leadership By Dan

AUGUST 8, 2013

In addition to the well-known dangers of groupthink, when leaders exclude Others , they also exclude the varied perspectives and ideas that could help the leaders make better and more imaginative decisions. Worse yet, only 3% of Fortune 500 CEOs are women. The CEO of IBM is a woman (Ginny Rometty).

Diversity 287

Diversity Groupthink Open-book Bond 287

Coaching Tip

MAY 7, 2014

The trick for managers is to cultivate belongingness and uniqueness simultaneously, focusing on diverse talents and experiences without stereotyping or alienating employees, or making them reluctant to share ideas that set them apart and lead to groupthink. . Inclusive leaders are humble.

Team 123

Team Groupthink Innovation Report 123

Harvard Business Review

JULY 28, 2016

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.

CEO 8

CEO Groupthink Sharpe Committee 8

The Idolbuster

JANUARY 15, 2013

But “ready for customers” is exactly what the CEO wanted to hear. Bad management? Product development is always needed to make a new technology robust enough to work consistently in customer hands. He was a Scorpion , a “visionary” who felt that the technology should sell itself. Sounds like it.

Biotechnology 41

Biotechnology Groupthink CFO Stress 41

Harvard Business Review

DECEMBER 10, 2015

Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. One strategy that can significantly help teams avoid the dangers of Groupthink and successfully respond to emerging threats and opportunities is to create structured debates.

Groupthink 8

Groupthink Team Consensus Christensen 8

Harvard Business Review

MAY 14, 2018

CtW Investment Group, an activist shareholder group, requested that Amazon implement something much like the “Rooney Rule,” a requirement instituted by the NFL in 2003 that every team must interview at least one minority candidate for an open head coach or general manager position.

Diversity 10

Diversity Proposal Groupthink CEO 10

Harvard Business Review

JULY 10, 2017

Last month, in an unprecedented show of solidarity, 150 CEOs from the world’s leading companies banded together to advance diversity and inclusion in the workplace and, through an online platform, shared best practices for doing so. But as Tim Ryan, U.S. That’s obviously good for business.

Ryan 8

Ryan Stephenson Groupthink Politics 8

Harvard Business Review

JULY 2, 2013

firms have historically given the CEO and other management members exclusive responsibility for communicating with investors. companies have started demanding direct access to non-management board members in order to assess the quality of board stewardship. For these reasons, engagement with the CEO alone won''t do.

Groupthink 8

Groupthink Banking CEO Diversity 8

Harvard Business Review

JULY 3, 2013

Tony Hsieh, the CEO of Zappos, the online shoe retailer with over $1 billion in sales, fosters fun and friendships as part of his corporate culture. I recently spoke with Gary Kelly, CEO of Southwest, who outlined some key points on how a leader can help foster a culture of camaraderie. Managing people'

Groupthink 9

Groupthink Loyalty Competitive Advantage Bond 9

Harvard Business Review

MAY 27, 2015

And, along with management experts, they have provided helpful tips that decision-makers can use to try to correct for those biases. At that point, senior management asked for a more rigorous review to better understand the risks and risk/reward balance. To revisit the issue, the team tasked with the review turned to DQ concepts.

Organization 8

Organization Uncertainty Proposal Quality 8

Harvard Business Review

DECEMBER 17, 2013

I recall an instance as President and CEO of Radio Free Europe/Radio Liberty (RFE/RL) when I was informed by my security chief — he and I both held top secret security clearances — that one of our journalists had once worked undercover for a hostile intelligence service. Managing uncertainty Strategy The Future of Management'

Groupthink 8

Groupthink Emotional Intelligence Learning-by-Doing Hedge 8

Harvard Business Review

FEBRUARY 3, 2011

The CEO and CFO were marching through their 112-slide presentation. It happened during the Kennedy Administration's Bay of Pigs fiasco when " groupthink " carried the day. It was said of Abbot Agatho that for three years he carried a stone in his mouth until he learned to be silent.

Merton 15

Merton Groupthink CFO Cost 15

Harvard Business Review

SEPTEMBER 13, 2017

However, when other team members pointed out the double standard in expectations, I realized that I had let the situation go on for too long, inadvertently placing our managers in a no-win situation. While there are no right or wrong types, having too many people with similar personalities tends to lead to problems and groupthink.

Company 8

Company Committee Long-term Groupthink 8

Strategy Driven

OCTOBER 31, 2019

Groupthink is a real thing. But as a CEO, Drew and his company grew when he “decompartmentalized:” on his journey, he learned to integrate his life of commerce and his life of family, faith and values. Dan Cooper co-founded ej4, a video-based online training company, in 2003, and was its CEO until selling in 2012. DAN COOPER.

Cooper 50

Cooper Groupthink Leadership Styles Servant Leader 50