articole despre leadership harvard
Post on 02-Mar-2018
222 Views
Preview:
TRANSCRIPT
-
7/26/2019 Articole Despre Leadership Harvard
1/43
Successul Movement all have 3 acts
By Nancy Duarte
March 24,2016(https://hr!or"/2016/03/success#ul$
movements$all$have$3$acts% accesat la 6!04
Leaders of world-changing movements, from social leaders such as Martin
Luther King Jr. to business leaders such as Steve Jobs, persuade people to
follow them into the unknown, the unpredictable, the untested. Because
change is both scar and di!cult, the also help those followers push
through their fears and overcome big obstacles. " wanted to see if there
was a method to that magic, since it#s so critical for organi$ations to keepinnovating and reinventing if the want to survive over the long term.
%Man companies, including m own, have learned this the hard wa as
core products and services have matured beond their sell-b date.& So
m colleague 'atti Sanche$and " studied the most successful movements
in business and societ to look for common patterns.
(ere#s what we found) *he process mirrors the classic three-act structure
of a stor, with a beginning, a middle, and an end + and a lot of turmoil
and triumph sprinkled in. ll the great leaders we studied repeated this
process with each new idea or venture. *hink of it as a long train of Scurves, etending into the future, preventing complacenc and stagnation
+ because inspiration is a ob that never ends.
&n the e"'nn'n", you share your ream )'th others an persuaethem to ta*e a leap 'nto the un*no)n. /ou have a vision for how tomake something better, but ou need others + mabe our emploees,partners, customers, or investors + to follow ou and help ou make ithappen. So ou act as a torchbearer, illuminating the path from here tothere b helping them understand where the are headed and what the
ourne ahead will look like. /ou describe our vision vividl andcompellingl so that our fellow travelers long to see it become realit.Man 012s deliver vision speeches at the beginning of each ear thatserve this purpose.
*hen, to move forward, ou inspire people to assume new goals andresponsibilities. *hat#s not an eas task. 'eople will often reect somethingthat rocks their world, so ou must paint a compelling picture of therewards the#ll gain to entice them to ump in. Show them that therewards ustif the risk. lso inform them of the sacri3ces that will bere4uired so the know what the#re getting into.
https://hbr.org/2016/03/successful-movements-all-have-3-actshttps://hbr.org/2016/03/successful-movements-all-have-3-actshttp://twitter.com/pattisanhttp://twitter.com/pattisanhttps://hbr.org/2016/03/successful-movements-all-have-3-actshttps://hbr.org/2016/03/successful-movements-all-have-3-acts -
7/26/2019 Articole Despre Leadership Harvard
2/43
"n a 5667 speech to pple developers, Steve Jobs announced that theMacintosh would no longer be using the 'ower'0 processor and would shiftto the "ntel platform. *his was a nerve-wracking transition for developers.But Jobs reminded them how successful pple had been in earliertransitions, like moving to Mac 2S 8, and eplained that this change would
help them 9keep pushing the frontiers.:
+he m'le, as 'n any "oo novel or mov'e, 's )here most o# thetens'on plays out the scrappy -"ht, the steep cl'm! 0hallengingthe status 4uo does not come without hardship. 0omple processes maprove more di!cult to simplif than anticipated. "nitial ideas ma ;op, or acompetitor ma throw a wrench into our gears. "t#s our ob as the leaderto remind people what#s at stake and encourage them to press on. "n
-
7/26/2019 Articole Despre Leadership Harvard
3/43
this match wrong can bring miser to all concerned and causeconsiderable damage.
" was once asked to facilitate in a group coaching intervention for theleadership team at the subsidiar of a large chemical compan. ear
before Kate %not her real name, the head of the subsidiar& had beenmoved from head o!ce to take charge. t head o!ce she had alwasbeen viewed as a person etremel insightful about personnel decisions.@iven her talents in (?, she was seen a good candidate to sort out themess in that particular subsidiar. "t was a big leap in terms of promotionbut Kate was given a chance.
Anfortunatel, " 4uickl reali$ed that her tenure had been a disaster. Shema have been a good coach but didn#t have what it takes to creategreater strategic focus and eecute a turnaround. great amount ofmone had been spent on consultants and on training a workforce thathad no clearer idea at the end of hat had da$$led the people at head o!ce had been Kate#s coaching andcommunication skills. She was at sea, however, in a more operational role.
>hat can be done to prevent a situation like the one with Kate *here area number of serious leadership 4uestionnaires that are worlds awa fromthe enneagrams and compatibilit tests that litter the coaching circuit.Some of these tr to identif certain recurring behavior patternsconsidered more or less eCective in a leadership contet. >e have alsotests to discover whether eecutives are people or task oriented,
autocratic or democratic, transactional or transformational, and variationson all of these. *hese sorts of 4uestionnaire ma be a bit simplistic, butthe can help point someone in the right direction on a career ororgani$ational path.
M own approach to leadership assessment is based on observationalstudies of real leaders, mostl at the strategic ape of their organi$ations.M aim is to help them see and understand that their attitudes andinteractions with people are the result of a comple con;uence of theirinner theater %including relationships with authorit 3gures earl in life&,signi3cant life eperiences, eamples set b other eecutives, and formal
leadership training.
s these in;uences pla out over time, one tpicall sees a number ofrecurring patterns of behavior that in;uence an individual#s eCectivenesswithin an organi$ation. " think of these patterns as leadership9archetpes,: re;ecting the various roles eecutives can pla inorgani$ations and it is a lack of 3t between a leader#s archetpe and thecontet in which he or she operates is a main cause of team andorgani$ational dsfunctionalit and eecutive failure. *he eightarchetpes " have found to be most prominent are)
-
7/26/2019 Articole Despre Leadership Harvard
4/43
+he strate"'st: leaersh'p as a "ame o# chess!*hese peopleare good at dealing with developments in the organi$ation#senvironment. *he provide vision, strategic direction and outside-the-bo thinking to create new organi$ational forms and generatefuture growth.
+he chan"e$catalyst: leaersh'p as a turnarounact'v'ty!*hese eecutives love mess situations. *he are mastersat re-engineering and creating new organi$ational :blueprints.:
+he transactor: leaersh'p as eal ma*'n"!*hese eecutives
are great dealmakers. Skilled at identifing and tackling newopportunities, the thrive on negotiations.
+he u'ler: leaersh'p as an entrepreneur'al act'v'ty!*heseeecutives dream of creating something and have the talent anddetermination to make their dream come true.
+he 'nnovator: leaersh'p as creat've 'ea "enerat'on!*hese
people are focused on the new. *he possess a great capacit tosolve etremel di!cult problems.
+he processor: leaersh'p as an eerc'se 'n ec'ency!*heseeecutives like organi$ations to be smoothl running, well-oiledmachines. *he are ver eCective at setting up the structures andsstems needed to support an organi$ation#s obectives.
+he coach: leaersh'p as a #orm o# peopleevelopment!*hese eecutives know how to get the best out ofpeople, thus creating high performance cultures.
+he commun'cator: leaersh'p as sta"e mana"ement!*hese
eecutives are great in;uencers, and have a considerable impact ontheir surroundings.
>orking out which tpes of leaders ou have on our team can workwonders for our eCectiveness as a group. "t helps ou to recogni$e howou and our colleagues can individuall make their best contributions.*his will in turn create a culture of mutual support and trust, reduce teamstress and con;ict, and make for more creative problem solving. "t alsoinforms our search for new additions to the team) what kinds ofpersonalit and skills are ou missing
Kate#s stor had a happ ending. *he group coaching session made it clearthat the problem was not so much Kate#s lack of abilit but rather thatteam lacked speci3c leadership 4ualities. "f the team incorporated aneecutive with a strategic outlook and who had turnaround skills andeperience then Kate#s skills as a communicator and coach would be moreeCectivel leveraged to resolve the subsidiar#s crisis. fter talking to thehead of talent management at head o!ce we were able to identif eactlsuch a person, creating a more rounded team and helping Kate to ful3llher mandate.
Manfred D.?. Kets de Eries is the Fistinguished 'rofessor of LeadershipFevelopment and 2rgani$ational 0hange at "GS1F in Drance, Singapore,
-
7/26/2019 Articole Despre Leadership Harvard
5/43
and bu Fhabi. (is most recent book isMindful Leadership Coaching:Journeys into the Interior%'algrave Macmillan, 56
-
7/26/2019 Articole Despre Leadership Harvard
6/43
The Foc0sed ,eader
By Daniel 2oleman
From the december !"1#
rimar task of leadership is to direct attention.*o do so, leaders must learnto focus their own attention. >hen we speak about being focused, we
commonl mean thinking about one thing while 3ltering out distractions.
But a wealth of recent research in neuroscience shows that we focus in
man was, for diCerent purposes, drawing on diCerent neural pathwas+
some of which work in concert, while others tend to stand in opposition.
@rouping these modes of attention into three broad buckets+focusing
onyourself-focusing on others-and focusing on the #ider #orld+sheds
new light on the practice of man essential leadership skills. Docusing
inward and focusing constructivel on others helps leaders cultivate theprimar elements of emotional intelligence. fuller understanding of how
the focus on the wider world can improve their abilit to devise strateg,
innovate, and manage organi$ations.
1ver leader needs to cultivate this triad of awareness, in abundance and
in the proper balance, because a failure to focus inward leaves ou
rudderless, a failure to focus on others renders ou clueless, and a failure
to focus outward ma leave ou blindsided.
Docusing on /ourself1motional intelligence begins with self-awareness+getting in touch with
our inner voice. Leaders who heed their inner voices can draw on more
resources to make better decisions and connect with their authentic
selves. But what does that entail look at how people focus inward can
make this abstract concept more concrete.
Self-awareness.
(earing our inner voice is a matter of paing careful attention to internal
phsiological signals. *hese subtle cues are monitored b the insula, whichis tucked behind the frontal lobes of the brain. ttention given to an part
of the bod amps up the insula#s sensitivit to that part. *une in to our
heartbeat, and the insula activates more neurons in that circuitr. (ow well
people can sense their heartbeats has, in fact, become a standard wa to
measure their self-awareness.
@ut feelings are messages from the insula and the amgdala, which the
neuroscientist ntonio Famasio, of the Aniversit of Southern 0alifornia,
calls somatic marers.*hose messages are sensations that something
9feels: right or wrong. Somatic markers simplif decision making bguiding our attention toward better options. *he#re hardl foolproof %how
-
7/26/2019 Articole Despre Leadership Harvard
7/43
often was that feeling that ou left the stove on correct&, so the more
comprehensivel we read them, the better we use our intuition. %See 9re
/ou Skimming *his Sidebar:&
0onsider, for eample, the implications of an analsis of interviews
conducted b a group of British researchers with
-
7/26/2019 Articole Despre Leadership Harvard
8/43
know who we are until we hear ourselves speaking the stor of our lives to
those we trust,: @eorge sas. "t#s a structured wa to match our view of
our true selves with the views our most trusted colleagues have+an
eternal check on our authenticit.
Self-control.
90ognitive control: is the scienti3c term for putting one#s attention where
one wants it and keeping it there in the face of temptation to wander. *his
focus is one aspect of the brain#s eecutive function, which is located in
the prefrontal corte. collo4uial term for it is 9willpower.:
0ognitive control enables eecutives to pursue a goal despite distractions
and setbacks. *he same neural circuitr that allows such a single-minded
pursuit of goals also manages unrul emotions. @ood cognitive control can
be seen in people who sta calm in a crisis, tame their own agitation, andrecover from a debacle or defeat. Fecades# worth of research
demonstrates the singular importance of willpower to leadership success.
'articularl compelling is a longitudinal stud tracking the fates of all
-
7/26/2019 Articole Despre Leadership Harvard
9/43
goal and imagine how good ou will feel when ou achieve it. s adults the
children of Funedin ma have been held hostage to their ounger selves,
but the need not have been, because the power to focus can be
developed. %See the sidebar 9Learning Self-?estraint.:&Docusing on 2thers
*he word 9attention: comes from the Latinattendere-meaning 9to reachtoward.: *his is a perfect de3nition of focus on others, which is thefoundation of empath and of an abilit to build social relationships+thesecond and third pillars of emotional intelligence.
1ecutives who can eCectivel focus on others are eas to recogni$e. *heare the ones who 3nd common ground, whose opinions carr the mostweight, and with whom other people want to work. *he emerge asnatural leaders regardless of organi$ational or social rank.
+he empathy tr'a!
>e talk about empath most commonl as a single attribute. But a closelook at where leaders are focusing when the ehibit it reveals threedistinct kinds, each important for leadership eCectiveness)
cognitive empathy+the abilit to understand another person#sperspective
emotional empathy+the abilit to feel what someone else feels
empathic concern+the abilit to sense what another person needsfrom ou.
Cognitive empathyenables leaders to eplain themselves in meaningfulwas+a skill essential to getting the best performance from their directreports. 0ontrar to what ou might epect, eercising cognitive empathre4uires leaders to think about feelings rather than to feel them directl.
n in4uisitive nature feeds cognitive empath. s one successful eecutivewith this trait puts it, 9"#ve alwas ust wanted to learn everthing, tounderstand anbod that " was around+wh the thought what the did,wh the did what the did, what worked for them, and what didn#t work.:
But cognitive empath is also an outgrowth of self-awareness. *heeecutive circuits that allow us to think about our own thoughts and tomonitor the feelings that ;ow from them let us appl the same reasoningto other people#s minds when we choose to direct our attention that wa.
Emotional empathyis important for eCective mentoring, managing clients,
and reading group dnamics. "t springs from ancient parts of the brain
beneath the corte+the amgdala, the hpothalamus, the hippocampus,
and the orbitofrontal corte+that allow us to feel fast without thinking
deepl. *he tune us in b arousing in our bodies the emotional states of
others) " literall feel our pain. M brain patterns match up with ourswhen " listen to ou tell a gripping stor. s *ania Singer, the director of the
-
7/26/2019 Articole Despre Leadership Harvard
10/43
social neuroscience department at the Ma 'lanck "nstitute for (uman
0ognitive and Brain Sciences, in Leip$ig, sas, 9/ou need to understand
our own feelings to understand the feelings of others.: ccessing our
capacit for emotional empath depends on combining two kinds of
attention) a deliberate focus on our own echoes of someone else#s
feelings and an open awareness of that person#s face, voice, and other
eternal signs of emotion. %See the sidebar 9>hen 1mpath Geeds to Be
Learned.:&Empathic concern-which is closel related to emotional
empath, enables ou to sense not ust how people feel but what the
need from ou. "t#s what ou want in our doctor, our spouse+and our
boss. 1mpathic concern has its roots in the circuitr that compels parents#
attention to their children. >atch where people#s ees go when someone
brings an adorable bab into a room, and ou#ll see this mammalian brain
center leaping into action.
?esearch suggests that as people rise through the ranks, their abilit tomaintain personal connections suCers.
2ne neural theor holds that the response is triggered in the amgdala bthe brain#s radar for sensing danger and in the prefrontal corte b therelease of otocin, the chemical for caring. *his implies that empathicconcern is a double-edged feeling. >e intuitivel eperience the distress ofanother as our own. But in deciding whether we will meet that person#sneeds, we deliberatel weigh how much we value his or her well-being.
@etting this intuition-deliberation mi right has great implications. *hosewhose smpathetic feelings become too strong ma themselves suCer. "nthe helping professions, this can lead to compassion fatigue in eecutives,it can create distracting feelings of aniet about people andcircumstances that are beond anone#s control. But those who protectthemselves b deadening their feelings ma lose touch with empath.1mpathic concern re4uires us to manage our personal distress withoutnumbing ourselves to the pain of others. %See the sidebar 9>hen 1mpathGeeds to Be 0ontrolled.:&
>hat#s more, some lab research suggests that the appropriate application
of empathic concern is critical to making moral udgments. Brain scanshave revealed that when volunteers listened to tales of people subected
to phsical pain, their own brain centers for eperiencing such pain lit up
instantl. But if the stor was about pschological suCering, the higher
brain centers involved in empathic concern and compassion took longer to
activate. Some time is needed to grasp the pschological and moral
dimensions of a situation. *he more distracted we are, the less we can
cultivate the subtler forms of empath and compassion.
Building relationships.
-
7/26/2019 Articole Despre Leadership Harvard
11/43
'eople who lack social sensitivit are eas to spot+at least for other
people. *he are the clueless among us. *he 0D2 who is technicall
competent but bullies some people, free$es out others, and plas favorites
+but when ou point out what he has ust done, shifts the blame, gets
angr, or thinks that ou#re the problem+is not tring to be a erk he#s
utterl unaware of his shortcomings.
Social sensitivit appears to be related to cognitive empath. 0ognitivel
empathic eecutives do better at overseas assignments, for instance,
presumabl because the 4uickl pick up implicit norms and learn the
uni4ue mental models of a new culture. ttention to social contet lets us
act with skill no matter what the situation, instinctivel follow the universal
algorithm for eti4uette, and behave in was that put others at ease. %"n
another age this might have been called good manners.&
0ircuitr that converges on the anterior hippocampus reads social contet
and leads us intuitivel to act diCerentl with, sa, our college buddies
than with our families or our colleagues. "n concert with the deliberative
prefrontal corte, it s4uelches the impulse to do something inappropriate.
ccordingl, one brain test for sensitivit to contet assesses the function
of the hippocampus. *he Aniversit of >isconsin neuroscientist ?ichard
Favidson hpothesi$es that people who are most alert to social situations
ehibit stronger activit and more connections between the hippocampus
and the prefrontal corte than those who ust can#t seem to get it right.
*he same circuits ma be at pla when we map social networks in a group
+a skill that lets us navigate the relationships in those networks well.
'eople who ecel at organi$ational in;uence can not onl sense the ;ow of
personal connections but also name the people whose opinions hold most
swa, and so focus on persuading those who will persuade others.
larmingl, research suggests that as people rise through the ranks and
gain power, their abilit to perceive and maintain personal connections
tends to suCer a sort of pschic attrition. "n studing encounters between
people of varing status, Facher Keltner, a pschologist at Berkele, has
found that higher-ranking individuals consistentl focus their ga$e less on
lower-ranking people and are more likel to interrupt or to monopoli$e the
conversation.
"n fact, mapping attention to power in an organi$ation gives a clear
indication of hierarch) *he longer it takes 'erson to respond to 'erson
B, the more relative power 'erson has. Map response times across an
entire organi$ation, and ou#ll get a remarkabl accurate chart of social
standing. *he boss leaves e-mails unanswered for hours those lower down
respond within minutes. *his is so predictable that an algorithm for it+called automated social hierarch detection+has been developed at
-
7/26/2019 Articole Despre Leadership Harvard
12/43
0olumbia Aniversit. "ntelligence agencies reportedl are appling the
algorithm to suspected terrorist gangs to piece together chains of
in;uence and identif central 3gures.
But the real point is this) >here we see ourselves on the social ladder sets
the default for how much attention we pa. *his should be a warning to topeecutives, who need to respond to fast-moving competitive situations b
tapping the full range of ideas and talents within an organi$ation. >ithout
a deliberate shift in attention, their natural inclination ma be to ignore
smart ideas from the lower ranks.
Docusing on the >ider >orld
Leaders with a strong outward focus are not onl good listeners but also
good 4uestioners. *he are visionaries who can sense the far-;ung
conse4uences of local decisions and imagine how the choices the maketoda will pla out in the future. *he are open to the surprising was in
which seemingl unrelated data can inform their central interests. Melinda
@ates oCered up a cogent eample when she remarked on /0 Minutesthat
her husband was the kind of person who would read an entire book about
fertili$er. 0harlie ?ose asked, >h fertili$er *he connection was obvious
to Bill @ates, who is constantl looking for technological advances that can
save lives on a massive scale. 9 few billion people would have to die if we
hadn#t come up with fertili$er,: he replied.
Docusing on strateg.
n business school course on strateg will give ou the two main
elements) eploitation of our current advantage and eploration for new
ones. Brain scans that were performed on QI seasoned business decision
makers as the pursued or switched between eploitative and eplorator
strategies revealed the speci3c circuits involved. Got surprisingl,
eploitation re4uires concentration on the ob at hand, whereas
eploration demands open awareness to recogni$e new possibilities. But
eploitation is accompanied b activit in the brain#s circuitr for
anticipation and reward. "n other words, it feels good to coast along in a
familiar routine. >hen we switch to eploration, we have to make a
deliberate cognitive eCort to disengage from that routine in order to roam
widel and pursue fresh paths.
9 wealth of information creates a povert of attention,: wrote the
economist (erbert Simon in
-
7/26/2019 Articole Despre Leadership Harvard
13/43
*he wellsprings of innovation.
"n an era when almost everone has access to the same information, new
value arises from putting ideas together in novel was and asking smart
4uestions that open up untapped potential. Moments before we have a
creative insight, the brain shows a third-of-a-second spike in gammawaves, indicating the snchron of far-;ung brain cells. *he more neurons
3ring in snc, the bigger the spike. "ts timing suggests that what#s
happening is the formation of a new neural network+presumabl creating
a fresh association. But it would be making too much of this to see gamma
waves as a secret to creativit. classic model of creativit suggests how
the various modes of attention pla ke roles. Dirst we prepare our minds
b gathering a wide variet of pertinent information, and then we
alternate between concentrating intentl on the problem and letting our
minds wander freel. *hose activities translate roughl into vigilance, when
while immersing ourselves in all kinds of input, we remain alert foranthing relevant to the problem at hand selective attention to the
speci3c creative challenge and open awareness, in which we allow our
minds to associate freel and the solution to emerge spontaneousl.
%*hat#s wh so man fresh ideas come to people in the shower or out for a
walk or a run.&
*he dubious gift of sstems awareness.
"f people are given a 4uick view of a photo of lots of dots and asked to
guess how man there are, the strong sstems thinkers in the group tend
to make the best estimates. *his skill shows up in those who are good at
designing software, assembl lines, matri organi$ations, or interventions
to save failing ecosstems+it#s a ver powerful gift indeed. fter all, we
live within etremel comple sstems. But, suggests the 0ambridge
Aniversit pschologist Simon Baron-0ohen %a cousin of Sacha#s&, in a
small but signi3cant number of people, a strong sstems awareness is
coupled with an empath de3cit+a blind spot for what other people are
thinking and feeling and for reading social situations. Dor that reason,
although people with a superior sstems understanding are organi$ational
assets, the are not necessaril eCective leaders.
n eecutive at one bank eplained to me that it has created a separate
career ladder for sstems analsts so that the can progress in status and
salar on the basis of their sstems smarts alone. *hat wa, the bank can
consult them as needed while recruiting leaders from a diCerent pool+one
containing people with emotional intelligence.
'utting "t ll *ogether
Dor those who don#t want to end up similarl compartmentali$ed, the
message is clear. focused leader is not the person concentrating on thethree most important priorities of the ear, or the most brilliant sstems
-
7/26/2019 Articole Despre Leadership Harvard
14/43
thinker, or the one most in tune with the corporate culture. Docused
leaders can command the full range of their own attention) *he are in
touch with their inner feelings, the can control their impulses, the are
aware of how others see them, the understand what others need from
them, the can weed out distractions and also allow their minds to roam
widel, free of preconceptions.
*his is challenging. But if great leadership were a paint-b-numbers
eercise, great leaders would be more common. 'racticall ever form of
focus can be strengthened. >hat it takes is not talent so much as diligence
+a willingness to eercise the attention circuits of the brain ust as we
eercise our analtic skills and other sstems of the bod. *he link
between attention and ecellence remains hidden most of the time. /et
attention is the basis of the most essential of leadership skills+emotional,
organi$ational, and strategic intelligence. nd never has it been under
greater assault. *he constant onslaught of incoming data leads to slopp
shortcuts+triaging our e-mail b reading onl the subect lines, skipping
man of our voice mails, skimming memos and reports. Got onl do our
habits of attention make us less eCective, but the sheer volume of all
those messages leaves us too little time to re;ect on what the reall
mean. *his was foreseen more than H6 ears ago b the Gobel 'ri$eR
winning economist (erbert Simon. "nformation 9consumes the attention of
its recipients,: he wrote in
-
7/26/2019 Articole Despre Leadership Harvard
15/43
to mutual understanding, cooperation, coordinatedeecution of tasks,
and collective creativit.
2n the surface, brain snchron seems eas to understand. "t simpl
implies that people are literall on the same wavelength. /et, at a deeper
level, interpersonal snchron involves much more. Fr. FanielSiegeleplains that 9presence:, 9wholeness:, and 9resonance: are at the
core of the abilit to develop snchron. ?ecent advances in brain science
can help leaders learn to snchroni$e with followers on these deeper
levels)
Mot'vat'on to synchron'e matters (resence%:0ommunicators who
snchroni$e easil are motivated to do so. >hen the do, people who
bene3t from this motivation recogni$e the snchron and feel more
connected. Multiple brain regions are activated in them. ?egions involved
in social understanding activate, helping them feel understood. nd
regions involved in the epansion of one#s sense of self to include the
other are also activated, thereb enhancing the connection.
Being 9present: starts with consciousl deciding to snchroni$e. /ou then
take the time to understand what other people are feeling, and ou walk in
their shoes to understand their points of view. /ou do this mindfull, simpl
observing the feelings in ourself and the other without being udgmental.
>hen ou do this, our brain is more likel to snchroni$ewith theirs.
Deep sel#$connect'on enhances synchrony (holeness5%:>arren
Bennis wrote, 9Becoming a leader is snonmous with becoming ourself.
"t#s precisel that simple, and it#s also that di!cult.: 2n the surface, this
de3nition seems to ignore the 9other:. Some ma even think of it as
sel3sh. /et, we can activate the best in others when we activate the best
in ourselves.
2ne wa to increase interpersonal snchron is through a techni4ue called
9reverie:. >ith this techni4ue, leaders set aside time for rambling self-
re;ection in the presence of followers+not well sculpted thoughts, ideas
and strategies, but more sincere, emergent ideas. 0ounter-intuitivel, this
increases the interpersonal connection. 0alled intersubectivit, leaders
and followers become more connected and snchronous. *his
happens becausea brain region called the mirror neuron sstem %MGS&
activates+indicating automatic resonance with the other person. lso, the
default mode network %FMG& activates, causing the mental state of the
other to be represented in the leader. *hink of these as the 9feeling for:
and 9feeling like: networks of empath. "ntersubectivit integrates both.
Leaders can also achieve this sense of 9wholeness: in a subtl diCerent
state calledmind wandering. "n contrast to mindfulness, when leaders set
http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0147008http://www.ncbi.nlm.nih.gov/pubmed/24064075http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4381276/http://scholarworks.gvsu.edu/tfr/vol6/iss4/10/https://books.google.com/books?id=NUzvBgAAQBAJ&pg=PT25&lpg=PT25&dq=subjective+sensation+of+synchrony&source=bl&ots=y9yjT8lATW&sig=mY-XXacDDTgAmT-viij_44LzS98&hl=en&sa=X&ved=0ahUKEwjC3Z7epcHLAhUF2T4KHdttA90Q6AEISTAF#v=onepage&q=subjective%20sensation%20of%20synchrony&f=falsehttps://books.google.com/books?id=NUzvBgAAQBAJ&pg=PT25&lpg=PT25&dq=subjective+sensation+of+synchrony&source=bl&ots=y9yjT8lATW&sig=mY-XXacDDTgAmT-viij_44LzS98&hl=en&sa=X&ved=0ahUKEwjC3Z7epcHLAhUF2T4KHdttA90Q6AEISTAF#v=onepage&q=subjective%20sensation%20of%20synchrony&f=falsehttp://www.ncbi.nlm.nih.gov/pubmed/25088911http://www.ncbi.nlm.nih.gov/pubmed/25088911http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3303604/http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4047966/http://dr-meshaal.com/leadership/wp-content/uploads/2013/04/On-Becoming-a-leader.pdfhttp://dr-meshaal.com/leadership/wp-content/uploads/2013/04/On-Becoming-a-leader.pdfhttp://www.ncbi.nlm.nih.gov/pubmed/9306185http://www.ncbi.nlm.nih.gov/pubmed/11008633http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3901003/http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3744871/http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0147008http://www.ncbi.nlm.nih.gov/pubmed/24064075http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4381276/http://scholarworks.gvsu.edu/tfr/vol6/iss4/10/https://books.google.com/books?id=NUzvBgAAQBAJ&pg=PT25&lpg=PT25&dq=subjective+sensation+of+synchrony&source=bl&ots=y9yjT8lATW&sig=mY-XXacDDTgAmT-viij_44LzS98&hl=en&sa=X&ved=0ahUKEwjC3Z7epcHLAhUF2T4KHdttA90Q6AEISTAF#v=onepage&q=subjective%20sensation%20of%20synchrony&f=falsehttps://books.google.com/books?id=NUzvBgAAQBAJ&pg=PT25&lpg=PT25&dq=subjective+sensation+of+synchrony&source=bl&ots=y9yjT8lATW&sig=mY-XXacDDTgAmT-viij_44LzS98&hl=en&sa=X&ved=0ahUKEwjC3Z7epcHLAhUF2T4KHdttA90Q6AEISTAF#v=onepage&q=subjective%20sensation%20of%20synchrony&f=falsehttp://www.ncbi.nlm.nih.gov/pubmed/25088911http://www.ncbi.nlm.nih.gov/pubmed/25088911http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3303604/http://www.ncbi.nlm.nih.gov/pmc/articles/PMC4047966/http://dr-meshaal.com/leadership/wp-content/uploads/2013/04/On-Becoming-a-leader.pdfhttp://dr-meshaal.com/leadership/wp-content/uploads/2013/04/On-Becoming-a-leader.pdfhttp://www.ncbi.nlm.nih.gov/pubmed/9306185http://www.ncbi.nlm.nih.gov/pubmed/11008633http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3901003/http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3744871/ -
7/26/2019 Articole Despre Leadership Harvard
16/43
aside time to engage in relaing tasks not central to the main mission of
the organi$ation, their brain#s FMGis also activated. @roup walks, card
games or knitting are eamples of such activities. >hen the FMG is
activated, memories from the past integratewith the present to construct
a vision of the future. *his makes leaders feel more 9whole:. "n addition,
leaders will be better ableto walk in the follower#s shoes.
+he oy$m'n connect'on (esonance5%:ctual phsical
snchronto music makes people like each other more, remember each
other better, and also trust each other more. "n fact, even as earl as hen designing an oCsite meeting, these
activities can be creativel included and practiced with a view to 3nding a
contet for them in da-to-da work.
The most important leadership competenciesaccording to
leaders aro0nd the 3orld
By 40nnie 2iles
March 15 !"16
https%&&hbr.org&!"16&"#&the'most'important'leadership'
competencies'according'to'leaders'aro0nd'the'3orld
>hat makes an eCective leader *his 4uestion is a focus of m research asan organi$ational scientist, eecutive coach, and leadership development
consultant. Looking for answers, " recentl completed the 3rst round of a
stud of
-
7/26/2019 Articole Despre Leadership Harvard
17/43
-
7/26/2019 Articole Despre Leadership Harvard
18/43
Demonstrates stron" eth'cs an prov'es a sense o# sa#ety!
*his theme combines two of the three most highl rated attributes) 9high
ethical and moral standards: %QNO selected it as one of the most
important& and 9communicating clear epectations: %7QO&.
*aken together, these attributes are all about creating a safe and trusting
environment. leader with high ethical standards conves a commitment
to fairness, instilling con3dence that both the and their emploees will
honor the rules of the game. Similarl, when leaders clearl communicate
their epectations, the avoid blindsiding people and ensure that everone
is on the same page. "n a safe environment emploees can rela, invoking
the brain#s higher capacit for social engagement, innovation, creativit,
and ambition.
Geuroscience corroboratesthis point. >hen the amgdala registers athreat to our safet, arteries harden and thicken to handle an increased
blood ;ow to our limbs in preparation for a 3ght-or-;ightresponse. "n this
state, we lose access to the social engagement sstem of the limbic brain
and the eecutive function of the prefrontal corte, inhibiting creativit
and the drive for ecellence. Drom a neuroscience perspective, making
sure that people feel safe on a deep level should be ob < for leaders.
But how *his competenc is all about behaving in a wa that is consistent
with our values. "f ou 3nd ourself making decisions that feel at odds
with our principles or ustifing actions in spite of a nagging sense ofdiscomfort, ou probabl need to reconnect with our core values. "
facilitate a simple eercise with m clients called 9Feep Dast Dorwarding:
to help with this. 1nvision our funeral and what people sa about ou in a
eulog. "s it what ou want to hear *his eercise will give ou a clearer
sense of what#s important to ou, which will then help guide dail decision
making.
*o increase feelings of safet, work on communicating with the speci3c
intent of making people feel safe. 2ne wa to accomplish this is to
acknowledge and neutrali$e feared results or conse4uences from theoutset. " call this 9clearing the air.: Dor eample, ou might approach a
conversation about a proect gone wrong b saing, 9"#m not tring to
blame ou. " ust want to understand what happened.:
7mpo)ers others to sel#$or"an'e!
'roviding clear direction while allowing emploees to organi$e their own
time and work was identi3ed as the net most important leadership
competenc.
http://www.rti.org/publications/abstract.cfm?pubid=19572https://hbr.org/product/resonant-leadership-renewing-yourself-and-connecting-with-others-through-mindfulness-hope-and-compassion/1262KB-KND-ENGhttp://www.rti.org/publications/abstract.cfm?pubid=19572https://hbr.org/product/resonant-leadership-renewing-yourself-and-connecting-with-others-through-mindfulness-hope-and-compassion/1262KB-KND-ENG -
7/26/2019 Articole Despre Leadership Harvard
19/43
Go leader can do everthing themselves. *herefore, it#s critical to
distribute power throughout the organi$ation and to rel on decision
making from those who are closest to the action.
?esearch has repeatedl shownthat empowered teams are more
productive and proactive, provide better customer service, and showhigher levels of ob satisfaction and commitment to their team and
organi$ation. nd et man leaders struggle to let people self-organi$e.
*he resistbecause the believe that power is a $ero-sum game, the are
reluctant to allow others to make mistakes, and the fear facing negative
conse4uences from subordinates# decisions.
*o overcome the fear of relin4uishing power, start b increasing awareness
of phsical tension that arises when ou feel our position is being
challenged. s discussed above, perceived threats activate a 3ght, ;ight,
or free$e response in the amgdala. *he good news is that we can train
our bodies to eperience relaation instead of defensiveness when stress
runs high. *r to separate the current situation from the past, share the
outcome ou fear most with others instead of tring to hold on to control,
and remember that giving power up is a great wa to increase in;uence +
which builds power over time.
8osters a sense o# connect'on an elon"'n"!
Leaders who 9communicate often and openl: %competenc Q& and
9create a feeling of succeeding and failing together as a pack: %& build astrong foundation for connection.
http://amj.aom.org/content/42/1/58.shorthttps://www.researchgate.net/publication/232508715_Power_and_Leadership_in_Organizationshttp://amj.aom.org/content/42/1/58.shorthttps://www.researchgate.net/publication/232508715_Power_and_Leadership_in_Organizations -
7/26/2019 Articole Despre Leadership Harvard
20/43
-
7/26/2019 Articole Despre Leadership Harvard
21/43
Demonstrates stron" eth'cs an prov'es a sense o# sa#ety!
*his theme combines two of the three most highl rated attributes) 9high
ethical and moral standards: %QNO selected it as one of the most
important& and 9communicating clear epectations: %7QO&.
*aken together, these attributes are all about creating a safe and trusting
environment. leader with high ethical standards conves a commitment
to fairness, instilling con3dence that both the and their emploees will
honor the rules of the game. Similarl, when leaders clearl communicate
their epectations, the avoid blindsiding people and ensure that everone
is on the same page. "n a safe environment emploees can rela, invoking
the brain#s higher capacit for social engagement, innovation, creativit,
and ambition.
Geuroscience corroboratesthis point. >hen the amgdala registers athreat to our safet, arteries harden and thicken to handle an increased
blood ;ow to our limbs in preparation for a 3ght-or-;ightresponse. "n this
state, we lose access to the social engagement sstem of the limbic brain
and the eecutive function of the prefrontal corte, inhibiting creativit
and the drive for ecellence. Drom a neuroscience perspective, making
sure that people feel safe on a deep level should be ob < for leaders.
But how *his competenc is all about behaving in a wa that is consistent
with our values. "f ou 3nd ourself making decisions that feel at odds
with our principles or ustifing actions in spite of a nagging sense ofdiscomfort, ou probabl need to reconnect with our core values. "
facilitate a simple eercise with m clients called 9Feep Dast Dorwarding:
to help with this. 1nvision our funeral and what people sa about ou in a
eulog. "s it what ou want to hear *his eercise will give ou a clearer
sense of what#s important to ou, which will then help guide dail decision
making.
*o increase feelings of safet, work on communicating with the speci3c
intent of making people feel safe. 2ne wa to accomplish this is to
acknowledge and neutrali$e feared results or conse4uences from theoutset. " call this 9clearing the air.: Dor eample, ou might approach a
conversation about a proect gone wrong b saing, 9"#m not tring to
blame ou. " ust want to understand what happened.:
7mpo)ers others to sel#$or"an'e!
'roviding clear direction while allowing emploees to organi$e their own
time and work was identi3ed as the net most important leadership
competenc.
http://www.rti.org/publications/abstract.cfm?pubid=19572https://hbr.org/product/resonant-leadership-renewing-yourself-and-connecting-with-others-through-mindfulness-hope-and-compassion/1262KB-KND-ENGhttp://www.rti.org/publications/abstract.cfm?pubid=19572https://hbr.org/product/resonant-leadership-renewing-yourself-and-connecting-with-others-through-mindfulness-hope-and-compassion/1262KB-KND-ENG -
7/26/2019 Articole Despre Leadership Harvard
22/43
Go leader can do everthing themselves. *herefore, it#s critical to
distribute power throughout the organi$ation and to rel on decision
making from those who are closest to the action.
?esearch has repeatedl shownthat empowered teams are more
productive and proactive, provide better customer service, and showhigher levels of ob satisfaction and commitment to their team and
organi$ation. nd et man leaders struggle to let people self-organi$e.
*he resistbecause the believe that power is a $ero-sum game, the are
reluctant to allow others to make mistakes, and the fear facing negative
conse4uences from subordinates# decisions.
*o overcome the fear of relin4uishing power, start b increasing awareness
of phsical tension that arises when ou feel our position is being
challenged. s discussed above, perceived threats activate a 3ght, ;ight,
or free$e response in the amgdala. *he good news is that we can train
our bodies to eperience relaation instead of defensiveness when stress
runs high. *r to separate the current situation from the past, share the
outcome ou fear most with others instead of tring to hold on to control,
and remember that giving power up is a great wa to increase in;uence +
which builds power over time.
8osters a sense o# connect'on an elon"'n"!
Leaders who 9communicate often and openl: %competenc Q& and
9create a feeling of succeeding and failing together as a pack: %& build astrong foundation for connection.
7hy ,eadership deelopment has to happen on the 9ob
By melissa daimler
March 16 !"16 https%&&hbr.org&!"16&"#&3hy'leadership'
deelopment'has'to'happen'on'the'9ob
t a recent leadership summit we held at *witter with
-
7/26/2019 Articole Despre Leadership Harvard
23/43
attention to the evolving contet: a business is operating in. 0ontetual
leaders facilitate adapting to change b helping their people understand
the nature of new challenges and opportunities and how to address them
in the moment.
>h are we hearing more and more about the importance of 9contet:now 2ne reason is that the contet around us seems to be shifting more
rapidl, due in part to maor technological shifts. *his means more of us
are operating in more contets, more of the time. *o take a simple
eample, when ou#re in touch with our colleagues on Slack or @oogle
(angouts outside of normal work hours, ou#re operating in multiple
contets + 9work: and 9personal: + at once. t work alone, though,
contets have proliferated and shifted as well. Dor instance, more of us
work with more people, as technolog has opened up collaboration to
more people, departments, and business units. More of us work on cross-
functional teams or across time $ones. 56
-
7/26/2019 Articole Despre Leadership Harvard
24/43
2nce the contet shifted at our summit, we could have continued with the
agenda as planned, but we instead chose to address the departures and
all the issues the raised. *he conversations that ensued were more
candid than an "#d eperienced in m career. >e directl addressed the
challenges of the new situation, engaging in health debate that balanced,
as one leader put it, 9optimism with sober realit.: t the end of the two
das, we were aligned around a clear set of priorities and were inspired
about our future. >e were also better prepared to provide contet to our
teams about the challenges and opportunities ahead and to inspire them
in turn.
*echnolog tools are evolving, and the wa we work and learn must also
evolve. 'eople#s desire for more inclusion and agenc and the increasingl
rapid evolution of the business landscape both re4uire that we 3nd was
to create more collaborative teams, facilitate richer, more continuous
learning, and involve all emploees in their 4uest to adapt and sei$e the
abundant opportunities our fast-changing world oCers.
:o3 To really c0stomi;e leadership deelopment
By 2ianpiero /etriglieri
Febr0ary 18!"16 https%&&hbr.org&!"16&"!&ho3'to'really'
c0stomi;e'leadership'deelopment
*here is a 4uestion eecutives alwas ask earl on, when the
consult potential partners for their companies# leadership development
initiatives)
9>ill it be customi$ed:
*he answer, toda, cannot be anthing other than a resounding 9/esT:
Because 9customi$ed: has become a snonm of 9good: for leadership
development.
Sometimes, however, that 4uestion hides a re4uest for subordination. "t isa nicer wa to ask, 9>ill ou do everthing that " demand: 2ther times, it
is the starting point of a professional collaboration, an invitation to learn
and work together.
'romising customi$ation, then, is not alwas good if it stops us from
eploring what customi$ation means, what good it is for, and who it is
good for.
*he important 4uestion eecutives and educators ought to discuss, as "
see it, is not whether a learning initiative will be customi$ed + but how.
https://hbr.org/2016/02/how-to-really-customize-leadership-developmenthttps://hbr.org/2016/02/how-to-really-customize-leadership-developmenthttps://hbr.org/2016/02/how-to-really-customize-leadership-developmenthttps://hbr.org/2016/02/how-to-really-customize-leadership-development -
7/26/2019 Articole Despre Leadership Harvard
25/43
9pen'n" the lac* o o# custom'at'on
" 3nd it useful to break the 9customi$ation: of a leadership development
initiative down into two sets of practices. *he 3rst set involves the
contetuali$ation of the learning process. *he second set, its
personali$ation.
ontetual'at'onrefers to making sure that the learning is 3rml
embedded in the strateg and culture of the organi$ation.
Strategic contextuali1ationinvolves aligning the initiative#s themes,
content, and outcomes with the organi$ation#s strategic intent. "t includes
selecting topics tied to compan challenges, and practicing skills
prescribed b its competenc model.
Cultural contextuali1ationinvolves making sure that the initiative re;ectsthe language and norms of the organi$ation, and that instructors are
skillful in helping managers eamine the manifestations and conse4uences
of those norms.
ersonal'at'onrefers to making space for each person involved to
pursue learning related to his or her own histor, concerns, and
aspirations.
2ole personali1ation involves oCering opportunities for participants to
eamine their eperience in their current roles, so as to understand itbetter or diCerentl, and to enhance their abilit to lead more competentl
in that role.
Career personali1ation involves helping participants connect the learning
to their career traectories, and to recogni$e the pschological and social
forces that sustain or drain one#s leadership purpose in the long term.
0ontetuali$ation helps the initiative ful3ll the organi$ation#s aims.
'ersonali$ation helps it ful3lls the learners#. *he former assures that
learning is relevant. *he latter that it is meaningful.
Br'n"'n" leaersh'p to l'#e
0orporate sponsors who invest mone in leadership development are often
most concerned about its contetuali$ation. 'articipants, who invest time
and energ in it, often care more about its personali$ation instead.
>hen the 0hief Learning 2!cer of a multinational compan approached
some colleagues and " to design and deliver a leadership development
initiative, this pattern emerged 4uickl. *he compan was in a common
predicament) nimbler competitors and technologies threatened its legac
-
7/26/2019 Articole Despre Leadership Harvard
26/43
business, and the 012 had launched a new strateg in response, calling
for more entrepreneurial leadership across the organi$ation.
s he asked us for a 9customi$ed: leadership development initiative, the
0L2 alread had in mind what it would look like. >e should de3ne the
elements of entrepreneurial leadership at the compan, ask senioreecutives for recent eamples, and write case studies on them.
'articipants would dissect these best practices in class, and then practice
re4uisite competencies to implement them.
>hen we talked to the managers who would be involved, however, the
envisioned customi$ation diCerentl. *he wanted the initiative to give
them insights, tools, and support, and do awa with the corporate red tape
that prevented them from getting things done better and faster.
Both sides agreed that the compan needed more entrepreneurialleadership but the had diCerent views of what prevented it, and how to
achieve it. Geither approach alone, however, would su!ce. *he former
had too much reverence for a shared set of standards. *he latter had too
little.
*he challenge that emerged from these conversations was that of bringing
leadership to life. Foing so, we suggested, re4uired using the learning
initiative as an opportunit for participants to think and act as leaders +
within a frame that informed and oriented their eCorts without prescribing
ever action.
*he initiative that resulted did include cases aligned to a template of
entrepreneurial leadership that the compan did develop + but neither
limited to internal best practices, nor presented as guides. "t also included
eercises where managers had to face the tension between the wishes for
freedom and for control, ke features of the compan culture that we had
encountered ourselves.
t the same time, the initiative invited each manager to bring their own
case stud, and work on it with others. 0oaches helped participants
eamine what the leadership template meant for them + what it would
take, speci3call, to bring it to life in their roles, and how it might aCect
their careers.
;earn'n" happens 'n the m'le
0ontetuali$ation invites managers to ac4uire + or resolve to change +
the language, skills, and scripts that are epected of leaders in their
organi$ation. 'ersonali$ation makes room for them to consider wh and
how the might do so.
-
7/26/2019 Articole Despre Leadership Harvard
27/43
Dinding a balance between the two, as the eample suggests, involves
inviting both the organi$ation and its managers to in;uence the learning
agenda without letting either dictate what the other must do.
2nl when that balance happens can a learning initiative develop
leadership, as it puts learners in the position of leaders + betweenpersonal and organi$ational aims, making the most of where those
converge, and addressing the areas where the diverge.
>hen that balance is lost, learning initiatives become a surrogate of
leadership rather than an opportunit to practice it. Some, paing more
attention to the needs of the compan than to those of its managers,
become little more than thinl veiled attempts at indoctrination. 2thers,
focusing mostl on helping managers search their soul and epand their
networks to 3nd and achieve their own goals, become little more than
personal indulgences.
Scratch the surface of 9poor customi$ation,: and ou#ll often 3nd ust that
+ an imbalance between contetuali$ation and personali$ation. Learning,
like leadership, can#t choose a master between the needs of the collective
and those of the individual. *heir value is in striving to reconcile both.
The best leaders are constant learners
By Kenneth Mi--elsen and :arold
-
7/26/2019 Articole Despre Leadership Harvard
28/43
Like Dangio, leaders must scan the world for signals of change, and be able
to react instantaneousl. >e live in a world that increasingl re4uires what
pschologist (oward @ardner calls searchlight intelligence. *hat is, the
abilit to connect the dots between people and ideas, where others see no
possible connection. n informed perspective is more important than ever
in order to anticipate what comes net and succeed in emerging futures.
s the saing goes, 9*he best wa to predict the future is to create it.: But
how can business leaders make meaning of a plaing 3eld that is
constantl changing shape
+he Best ;eaers are the Best ;earners
*o 3nd their wa in societal shifts, leaders cannot rel on static maps, nor
can the hope to manage compleit through 3ating on the details. *o do
so would be to fall into the trap described b Jorge Luis Borges and dolfoBio 0asares in their
-
7/26/2019 Articole Despre Leadership Harvard
29/43
ersonal hat matters toda is being connected to a wise network of trusted
individuals who can help us 3lter useful information, epose blind spotsand open our ees.
Sense is how we personali$e information and use it. Sensing includes
re;ection and putting into practice what we learn. "t is a process based on
critical thinking where we weave together our thoughts, eperiences,
impressions and feelings to make meaning of them. B writing a blog post
or noting ideas down, we contetuali$e and reinforce our learning.
Shareincludes echanging resources, ideas, and eperiences with
our networks as well as collaborating with our colleagues. Sharing is acontributing process where we pass our knowledge forward, work
alongside others, go through iterations and collectivel learn from
important insights and re;ections. >e build respect and trust b being
relevant when we share to our social networks, or speak in front of a
crowd.
*here is a wide range of digital tools out there for each of the 'KM
activities that can be 3tted into a bus schedule and help people become
self-directed, autonomous learners. >hich tools to use depends largel on
the contet and personal preferences. *ools are important, but master ina digital age is onl achieved if ou know how to establish trust, respect,
and relevance in human networks.
B seeking, sensing, and sharing, everone in an organi$ation can become
part of a learning organism, listening at diCerent fre4uencies, scanning the
hori$on, recogni$ing patterns and making better decisions on an informed
basis. Just as Juan Manuel Dangio did it in the
-
7/26/2019 Articole Despre Leadership Harvard
30/43
+ienna. $he theme: Claiming ,ur 9umanity Managing in the !igital
Age.
The tric-le'do3n effect of good and bad leadership
By e also know that behaviors are contagious. 0hristakis and Dowler
determined that if ou have overweight friends, ou#re more likel to be
overweight ourself. "f ou 4uit smoking, our friends are more likel to4uit. ?ose McFermott of Brown Aniversit found that divorce is contagious.
She concluded that if ou have a close friend who#s divorced, ou are IIO
more likel to split with our spouse.
>e wanted to know how such 9social contagion: aCects leaders. >e
alread know that good leadership creates engaged emploees and that
leaders in;uence a variet of outcomes such as personnel turnover,
customer satisfaction, sales, revenue, productivit, and so on. But if ou#re
a good leader, do ou make the people around ou more likel to become
good leaders as well nd which behaviors are most readil 9caught:
*o answer this 4uestion, we eamined IQ6-degree assessments of high-
level managers and of their direct reports who were mid-level managers.
Matching 5Q7 pairs of high-level managers %(L& and their mid-level
manager direct reports %ML&, we found highl signi3cant correlations on a
variet of behaviors.
Speci3call, we tested 7< behaviors and found signi3cant correlations in
over I6 of them. %ll 7< showed some correlation, but not all the
correlations were statisticall signi3cant.& >ithin the behaviors thatappeared contagious, there were some that appeared even more
contagious than others. Behaviors that had the highest correlations
between managers and their direct reports clustered around the following
themes, listed in order of most contagious to least contagious)
Feveloping self and others *echnical skills Strateg skills 0onsideration and cooperation "ntegrit and honest @lobal perspective Fecisiveness
http://www.bmj.com/content/337/bmj.a2338http://www.bmj.com/content/337/bmj.a2338http://www.nejm.org/doi/full/10.1056/NEJMsa066082http://www.nejm.org/doi/full/10.1056/NEJMsa066082http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1490708http://www.bmj.com/content/337/bmj.a2338http://www.bmj.com/content/337/bmj.a2338http://www.nejm.org/doi/full/10.1056/NEJMsa066082http://www.nejm.org/doi/full/10.1056/NEJMsa066082http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1490708 -
7/26/2019 Articole Despre Leadership Harvard
31/43
?esults focus
>e also eamined overall performance. Ansurprisingl, the direct reports
of the worst-performing (L managers were also below-average
performers. 0onversel, (L managers who were rated as ver eCective
had ML reports who were also rated far above average. "t could be argued
that selection plas a role in these results, as in the old saing that 9plaers hire other plaers, but B plaers hire 0 plaers.: (owever, an
incumbent manager usuall has personall hired fewer than a 4uarter of
the people in their subordinate group. So we think this 3nding supports our
hpothesis that leadership behavior is contagious) good (L leaders inspire
better leadership behaviors among their ML reports, while bad (L leaders
do the opposite.
-
7/26/2019 Articole Despre Leadership Harvard
32/43
-
7/26/2019 Articole Despre Leadership Harvard
33/43
>e were also curious about the impact further down in the organi$ation. "n
the IQ6-degree feedback instrument we use, subordinates are asked 3ve
4uestions that describe their o#nlevel of engagement. *his becomes a
miniRemploee engagement surve and correlates ver strongl with otherwell-known measures of emploee engagement. >e compared the
eCectiveness of the (L managers with the engagement scores of the ML
leaders, and in turn looked at the engagement scores of the ML leaders#
direct reports.
*he following graph shows the results. *he -ais indicates how eCective
the (L manager is overall. *hose whose overall leadership eCectiveness
was in the bottom
-
7/26/2019 Articole Despre Leadership Harvard
34/43
-
7/26/2019 Articole Despre Leadership Harvard
35/43
*o help this sink in, take a minute to think about the occasional things oudo poorl and the bad habits ou can#t seem to change. Go doubt ou#renot proud of them. /ou might be a bit embarrassed. 0onsidering thisresearch might increase our motivation to change, since the things oudo poorl have a reasonable probabilit of being mimicked b others. /our
peers, our direct reports, our partner or spouse, and our children alsohave a high probabilit of practicing the eample ou set. /our childrencan#t do much about the eCects of our genetic code. But there is plentou can do to inoculate our famil and our team from our blunders orunfortunate habits. /ou can change.
Sometimes leaders wonder whether the are making an impact. Strugglingto see the impact we are having on others is tpical, as the in;uence issubtle and occurs over time. (opefull, this research demonstrates thatleaders# impact is greater than the might have suspected. /ou reall domake a diCerence.
,eadership ?0alities s competence%3hich matters more(
By 4ara @liffe noember "5 !"15
https%&&hbr.org&!"15&11&leadership'?0alities's'competence'
3hich'matters'more
*here#s sometimes a disconnect between how we talk about leadership
4ualities %we tend to use words like authority,po#er, and emotional
intelligence& and what we actuall re4uire from the people leading teams
and other working groups %arguabl, competence and a deep knowledge ofthe speci3c work that needs to get done&. "n a forthcomingJournal of
Applied "sychologyarticle, researchers from Stanford and 1rasmus
Aniversit eplore which set of 4ualities matters most to team
performance. *he paper also looks at when power diCerences contribute to
team success, and when the damage it.
" spoke with Stanford#s Lindred @reerabout the research an edited version
of our conversation appears below. *he other authors on the article are
Murat *araki %lead author& and 'atrick @roenen, both at the ?otterdam
School of Management.
=B: hat ' you hope to learn #rom th's research>
?reer) Dirst, we wanted to understand when it#s ideal to have a strong
hierarch, and when it#s better to let groups manage themselves. 'eople
talk a lot about 9holocracies: and self-management right now, but from a
research point of view the#re largel untested.
Second, we were interested in investigating how good people actuall are
at recogni$ing good leadership. >e teach our students about things likepower poses R how to appearto be someone with authorit R and how to
https://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-morehttps://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-morehttps://www.gsb.stanford.edu/faculty-research/faculty/lindred-leura-greerhttps://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-morehttps://hbr.org/2015/11/leadership-qualities-vs-competence-which-matters-morehttps://www.gsb.stanford.edu/faculty-research/faculty/lindred-leura-greer -
7/26/2019 Articole Despre Leadership Harvard
36/43
fake it Util ou make it. *hose things are based on great research and the
have real value, but are we losing sight of whether people actuallyhave
the goods %Favid Funning and Justin Kruger at 0ornell have great
research showing that the least competent people often end up in charge
because the#re overcon3dent about their own abilities.&
&n the -rst stuy, you s'mulate ho) )ell three '@erent types o#
teams per#orme! +he teams )ere search'n" collaorat'vely #or
the est solut'on to a comple prolem! =o)A they o>
"n one group of teams, in;uence was aligned with competence) the person
who knew the most about the task to be done led the team. *hese groups
performed best.
second group of teams shared power R the were relativel non-
hierarchical. *his group did not perform as well as the 3rst, but the didoutperform our third group of teams + hierarchical teams with a randoml
chosen leader.
>e replicated these 3ndings in the 3eld, b the wa. >e studied H= teams
at a publicl held Futch compan the teams were auditing 3nances in
search of ta evasion and fraud. "f the team leader didn#t have a deep,
technical understanding of ta fraud, he or she led the team badl astra.
+he last stuy also loo*e 'n epth at ho) leaers "et chosen! +ell
us ho) that )ent!
ctuall, this is a well-known eercise we do ever ear with students at
Stanford. team is given a list of items the can use to survive after a
plane crash has left them in the desert. Dirst the decide whether to sta
or wait to be rescued, and then the rank order the importance of the
items. >e then compare their answers to that of a wilderness survival
epert.
>hen doing this eercise in the contet of our current stud, one group of
teams solved the problem collaborativel, without a leader. >e comparedthese teams to a second group of teams whose members were asked to
select a leader to manage group discussions, make 3nal decisions if
disagreements eist, and hand in the 3nal rankings.
fter
-
7/26/2019 Articole Despre Leadership Harvard
37/43
the knew who that was b now. "nstead, the chose people who were, foreample, taller, louder, or more con3dent.
2nce again, the self-managing groups did better on the task than theteams who chose the wrong leaders, but less well than the teams with the
most competent person in charge.
>e#ve done this eercise for ears, with similar outcomes. *his means that" have watched people make poor choices about who to give a leadershiprole to, ear after ear. *his ispo#erfullypersuasive.
hat lessons shoul mana"ers ta*e a)ay #rom these stu'es>
2ne, we need to pa closer attention to how we choose leaders. Select forcompetence. Fon#t get snowed b political connections or persuasivenessor the appearance of authorit. Some of those things can be useful, butcompetence comes 3rst. "t#s essential to use obective measures ofperformance in hiring and promotion.
*wo, pa attention to the dangers of formal hierarch. Dor an importantdecision, ou want to bring the best possible information to bear R whichmeans ou need leaders who are able to value the epertise of other teammembers and to share power when the#re notthe person best suited tomake a decision.
*hree, "t#s important to know who knows what. 2ften in a growth setting,
like the ones here in Silicon Ealle, ou lose track. 1ver couple of months,a team should take stock of what challenges are most pressing, and whohas deep knowledge that#s relevant to those challenges. *hat issue comesup in consulting engagements, too. *he person who brought in the clientisn#t necessaril the most knowledgeable about the work to be done)leadership roles are better assigned once ou understand who knowswhat, and the ma need to shift in the course of the proect as new issuesarise.
hen o sel#$mana"e teams, or holocrac'es,5 )or* est>
"#ve got some interesting new research on that, but "#m not 4uite read toshare it. Drom this set of studies, here#s the lesson " see) "f power can#t bealigned with the right set of competencies, an egalitarian team ma be agood idea.
& )ant to "o ac* to your emphas's on competence!5 By that youmean eep *no)le"e o# the techn'cal )or* e'n" one, 's thatr'"ht>
1actl. s a result of that depth, competent leaders can enable theirteams to seek out new ideas and propose better solutions.
-
7/26/2019 Articole Despre Leadership Harvard
38/43
.re top$t'er us'ness schools overly #ocuse on evelop'n"leaers5 )ho are reay to ta*e char"e o# anyth'n"> &t souns as'# )hat "ro)th$or'ente compan'es 'n the S+7M -elsnee most's people )ho are est$'n$class at the techn'cal )or*,plus "oo at assess'n" other peopleAs stren"ths!
Both skill sets are important, of course, but we ma be over-emphasi$inggenerali$ed leadership 4ualities and under-emphasi$ing task competence.*hat#s a real risk.
The leadership behaiors that ma-e or brea- a global team
By daid champion 90ne !! !"15
https)VVhbr.orgV56e#re all familiar with the promise of global operations. "t#s not ust aboutaccessing big new markets+the bigger paoC, most people agree, comes
from epanding the 3rm#s talent pool and bringing together a diversit of
perspectives that will combine to make the 3rm more productive and
innovative.
>ell, that#s the idea, but as man people who#ve actuall worked on a
global team know, the realit often feels ver diCerent. *he team from
head o!ce feels like it#s carring the folks working remotel, while the
latter feel the#re ignored and undervalued.
*o get insight into how to stop that from happening, " recentl visited
professor*sedal Geele, who studies and teaches global teamwork at
(arvard Business School. >hat follows is an edited version of our
conversation
=B: hat 's the '""est challen"e o# lea'n" a "loal team>
G11L1/) Social distanceis one of the greatest barriers to eCective
teamwork. "n the contet of teams, the term denotes a lack of connection
between co-workers or colleagues and is sometimes referred to aspschological distance. >ithout a sense of connection, it is ver di!cult
for co-workers to get on the same page about their work, whether the#re
determining how to accomplish a task or thinking about a process for
doing a task. 2vercoming social distance is more challenging in the
contet of global teams because when all of a team#s members are
nowhere near each other, it#s all the more di!cult for them to agree on
how to coordinate their work.
hat causes soc'al 'stance>
https://hbr.org/2015/06/the-leadership-behaviors-that-make-or-break-a-global-teamhttps://hbr.org/2015/06/the-leadership-behaviors-that-make-or-break-a-global-teamhttp://www.hbs.edu/faculty/Pages/profile.aspx?facId=438575https://en.wikipedia.org/wiki/Social_distancehttps://hbr.org/2015/06/the-leadership-behaviors-that-make-or-break-a-global-teamhttps://hbr.org/2015/06/the-leadership-behaviors-that-make-or-break-a-global-teamhttp://www.hbs.edu/faculty/Pages/profile.aspx?facId=438575https://en.wikipedia.org/wiki/Social_distance -
7/26/2019 Articole Despre Leadership Harvard
39/43
*here are 3ve was in which social distance gets created and ou have to
manage each diCerentl. *o begin with, team structure+the phsical
con3guration of the global team, how man people are in what location,
not to mention where the leader is. *hen there are the processes that ou
use for managing team interactions+without carefull managing
communication, team interactions can end up as a dialogue of the deaf.
Language is a third source) all teams have a common language but when
some people are more ;uent than others, it creates social distance
between members. *he fourth source is identit. *he was in which global
team members de3ne themselves %through culture, religion, and gender,
for instance& aCect team dnamics and mutual trust and re4uire careful
management. Dinall, ou have to be savv about how ou use
communications technolog. >e often assume that mediating technologies
like email or instant messaging or Skpe or conference calls are neutral
and benign. But the wa we use them can decisivel shape relationships
among global teams.
Suppos'n" youAre lea'n" a "loal team )or*'n" 'n mult'ple
locat'ons an you #eel one o# the memers 's out o# the loop!
hat can you o to - that>
Dirst oC, ou have to increase our contact with that person. (e or she has
to feel our presence. "t doesn#t reall matter how+ou can use instant
messaging, ou can tet them, ou can call them, send them e-mails,
obviousl+the point is that ou reall have to make the person feel that
ou think he#s important. *hen, when ou have group meetings, invite him
to speak up. Make him the 3rst person ou ask for a comment or reaction
to a particular suggestion. *his demonstrates to the rest of the team that
the person is valued and important. lso, think hard about how much this
person gets inconvenienced in terms of time $one diCerences. "s she
regularl taking calls with the team at
-
7/26/2019 Articole Despre Leadership Harvard
40/43
*he good thing is that language imbalances are predictable. >hen ou put
a team together ou can tell which ones are comfortable in the team#s
chosen language, which means ou can formulate an eplicit team
strateg for dealing with ;uenc diCerences. @et the weaker speakers
some formal language training ahead of and during the proect and get
them to formall commit to participating. @et stronger speakers to make it
a goal not to talk too much.
=o) oes a team leaer evelop trust )'th 'stant employees>
ll emploees want leaders to be fair and to respect them and the#re
alwas looking for reassurance on this score. "n a global team, whose
leader is remote and an unknown, the aniet levels are high on this score
and so team members are constantl on the lookout for cues about what
leaders feel and think about them. 2n our visits and in video-calls the
watch what ou sa and how ou sa it ver carefull and are hungr for
information about ou and what ou are likel to think about them. *he#ll
pore over our e-mails. nd of course the#re watching ou around our
decisions, the#re watching how ou treat them, the#re watching the
etent to which ou help them remove obstacles so that the can be
successful at their obs.
good wa to build con3dence in this highl charged atmosphere is to
disclose some information about our vulnerabilities because that will
lower the aniet levels. "f the see ou recogni$ing our fallibilities the#ll
be less worried about their own. >hat#s more, b opening up, ou#re
modeling the tpes of behaviors that ou want our team members to
adopt and creating a contet of pschological safet. *his makes it more
likel that people will speak up honestl when mistakes have been made.
s we all know, people worr a lot about the impression the make, and
this is precisel what ou want to avoid.
hatAs the s'n"le most 'mportant p'ece o# av'ce you have #or
someone lea'n" a "loal team>
*hink of the ob as a combination of being in several marriages at once
and being a parent at the same time. /ou#ve got to constantl work on
our relationship with ever member of the team. /ou#ve got to schedule
date nights with each of them. nd never, ever take our relationships for
granted. "n co-located teams ou can aCord to ease up on the
communication pedal once the proect gets under wa and coast until
something important changes or a new member oins the team. 'eople
see ou around and feel reassured. But with global teams, the members
ust need more from ou. *he will worr about late replies) 9" sent the
boss an e-mail last night and she still hasn#t gotten back to me. "ssomething wrong:
https://hbr.org/2014/09/whats-your-language-strategyhttps://hbr.org/2014/09/whats-your-language-strategyhttps://hbr.org/2014/09/whats-your-language-strategyhttps://hbr.org/2014/09/whats-your-language-strategy -
7/26/2019 Articole Despre Leadership Harvard
41/43
t the same time ou#ve got to manage our team members# relationships
with each other. "n co-located teams people can manage relationships with
each other 4uite easil+the#re phsicall nearb, culturall close, and
there#s alwas time for the water-cooler chat. >ith global teams ou#ve
got to step in as a leader to help our members learn to communicate
directl and be read to moderate if need be.
" can#t emphasi$e enough how important the leader is to the success of a
global proect. Most times, when we pick a team leader we#ll weight the
leader#s credibilit on the task+look at their track record in this line of
work. But if it#s a global team, we need to emphasi$e the people
skills, especiall their abilit to manage distance, not ust master of the
subect matter.
Ba ;eaersh'p =a'ts to leave eh'n 'n 201631 oct 201 y m'*e
myatt(http://)))!#ores!com/s'tes/m'*emyatt/20
1/10/31/$a$leaersh'p$ha'ts$to$leave$
eh'n$'n$2016/C233e#a4@a%
News Flash there is no perfect leader. But theres also no arguing the fact
that some leaders are much better than others. So, whats the differencebetween those leaders whose career trajectory rockets upward with great
elocity, and those whose careers moe at a snails pace, if at all! "he best
leaders know when to stop harming themseles, they know when to get out of
their own way, and they know what to S"#$ doing.
% hae long held to the belief that leadership e&ists to disrupt mediocrity.
'oweer my obseration is that many in positions of leadership tend to protect
the status (uo )mediocritys best friend* at all costs. "he best path forward for
any organi+ation looking to improe performance it to immediately stop doinganything that creates, emboldens, or builds on bad leadership habits. ont
embrace outdated, static, or politically correct thinking neutrali+e it at all
costs.
-e lie in a world that far too easily suffers fools in leadership. -e embrace
pseudointellectuals and idiot saants as thought leaders, we accept poor
performance as normatie, and we alue being politically correct more than we
fear being incorrect. /eadership should not be about #hois right, but it should
be about #hatis right.
-
7/26/2019 Articole Despre Leadership Harvard
42/43
-ith less than two months before the calendar turns into a new year, % want to
encourage you to be bold and think differently. -hile there are many things %
could offer up as forward looking leadership counsel, % thought it best to
share 0 things % beliee all leaders should immediately stop capitulating to in
order to become more effectie1
-
7/26/2019 Articole Despre Leadership Harvard
43/43
%Smart&. Leaders who complain about a lack of resources are doing nothing
more than demonstrating their lack of resourcefulness. M 012 at
G5@rowth,Brian Laerhas a great saing which has become one of m
favorites so much so, we#ve adopted it as a core business practice at
G5@rowth) 9"f it#s stupid, it#s not our polic.:H. ol't'cal orrectness R B its ver nature, politicall correct thinking is
most often disingenuous, if not altogether intellectuall dishonest. 'oliticall
correct thinking replaces individualit and authentic opinions with sociall
acceptable rhetoric and watered-down behavioral tendencies. " actuall miss
the das when most conversations consisted of unpredictable, highl
charged, and stimulating discourse R ou know the ones, where people were
encouraged to openl share their true thoughts and opinions. *he iron of
politicall correct thinking is that a societ void of individual thought actuall
creates the opposite of diversit. "t is, in fact, politicall correct thinking that
results in a brainwashed group of sheep that completel lack diversit as a
result of a generi3cation of thoughts and actions. *he dark secret behind
politicall correct thinking is that it slowl dulls our senses, and neuters
our innate abilit to be discerning. " don#t know about ou, but " don#t want
to hear what ou think " want ou to sa, or what ou think ou should sa,
but rather " want to hear what ou#re reall thinking. (ave ou ever sat in a
meeting where all parties sit around the table with a deer in the headlights
look tring to 3gure out how to dance around an issue rather than address it
head-on "t is this tpe of issue that pollutes our culture, sti;es innovation,
undermines our productivit, and sentences those who embrace politicall
correct thinking to a life of mediocrit. Leadership should be much more than
a test of one#s abilit to ecel at plaing dodgeball.
7. En)'ll'n"ness to han"eR 1amine an stud on the rate of change, and
ou#ll 3nd we#re living in an unprecedented time. *he rate of change is
clearl outpacing most leaders abilit to learn and unlearn. Man leaders
struggle to remain current, much less 3nd a wa to move ahead of the curve.
(ere#s the thing R if leaders are stuck in the past, their organi$ations will be
forced to travel a ver rough road to the future. Leadership isn#t destination
based R it#s a continuum. @reat leaders think beond the outcome. *he
think about #hat ifand #hat*s next. *he don#t get trapped in the ourne to
a speci3c destination, but remain in constant search of discover in order to
seek new and better opportunities. nthing in business can be improved,
everthing can be reimagined, and man things can ;at out be eliminated.
*he harsh realit is this) leaders who embrace 9what is: b failing to broaden
their worldview will be replaced b those who pursue 9what if: b embracing
http://www.n2growth.com/about/leadership-team/http://www.n2growth.com/about/leadership-team/
top related