CO2

JANUARY 15, 2017

You may have a comprehensive rule book, a checklist, and an operating manual, but without the right positive corporate cultural attributes, those concrete instructions and processes will not work. The culture can emerge from the leader’s own personal charisma or ethos. If so, how? What tough trade-offs do we never get right?

Positioning 78

Positioning Hamel Company Charisma 78

CO2

JANUARY 15, 2017

You may have a comprehensive rule book, a checklist, and an operating manual, but without the right positive corporate cultural attributes those concrete instructions and processes will not work. The culture can emerge from the leader’s own personal charisma or ethos. Leadership Innovation (Work different). If so, how?

Positioning 60

Positioning Hamel Company Charisma 60

Harvard Business Review

APRIL 18, 2014

Indeed, "perhaps only in Silicon Valley would a group of engineers think they could hack their way to charisma with a series of neuroscientific shortcuts." This is how opportunities to be nimble and innovative are squandered, he says, and how companies become irrelevant. News and World Report). Managing yourself'

Charisma 8

Charisma Hamel Bureaucracy Meyer 8

CO2

FEBRUARY 8, 2017

These are: Model the way As the leader, you need to model the behavior, values, and operating processes for all the stakeholders. And you need to decentralize leadership at the appropriate stage of growth–providing both autonomy and authority for others to lead separately and together. Your coworkers take their cues from you.

Hamel 78

Hamel Decentralization Charisma Skills 78

CO2

FEBRUARY 8, 2017

These are: Model the way As the leader, you need to model the behavior, values, and operating processes for all the stakeholders. And you need to decentralize leadership at the appropriate stage of growth–providing both autonomy and authority for others to lead separately and together. Your coworkers take their cues from you.

Hamel 78

Hamel Decentralization Charisma Skills 78

CO2

FEBRUARY 8, 2017

As the leader, you need to model the behavior, values, and operating processes for all the stakeholders. Gary Hamel provides examples of exactly the kinds of tough questions leaders and organizations must ask in his HBR article “ The Why, What, and How of Management Innovation” : What tough trade-offs do we never get right?

Hamel 60

Hamel Decentralization Charisma Skills 60