Leading Blog

FEBRUARY 7, 2011

Peter Senge, founder of the Society of Organizational Learning and senior lecturer at the MIT Sloan School of Management, once observed, “Most managers do not reflect carefully on their actions.” Most managers are too busy “running” to reflect. He notes too, “The power of reflection lies not in how much time we allocate to it.

Forrester 266

Forrester Organization Power Senge 266

Great Leadership By Dan

JANUARY 10, 2012

Here's another exclusive guest post from John Kotter. As a leader, you must do everything in their power to identify it and root it out. But destabilizing experiences, if navigated carefully and harnessed effectively, can be powerful drivers of change. These people, especially if powerful, can be dangerous.

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Kotter Succession Committee Learning-by-Doing 245

Coaching Tip

MAY 14, 2014

We are in the midst of a storm that has been increasing in intensity for decades, driven by advancing technology and global integration. The first answer is the nature of management and the nature of leadership. Management is not Leadership. Kotter: Accelerate: Building Strategic Agility for a Faster-Moving World.

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Kotter Agility Leadership Self-aware 91

Strategy Driven

NOVEMBER 7, 2011

In providing research and developing training programs for various large corporations about managing change, we find that the biggest stumbling block for employees from top-down is lack of buy-in. Top executives have the vision, but often fail to get buy-in from managers who have to carry out the change initiative.

Strategy 70

Strategy Kotter RASCI Motivation 70

Harvard Business Review

JULY 1, 2016

While the popular press talks of stress as a negative to be avoided, seasoned managers know better. It’s exactly the kind of stress you want, because it counteracts the powerful inertia of habit. If you’ve been around the management block a time or two, you’ve probably also seen the other side of stress.

Team 11

Team Stress How To Automotive 11