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Showing posts with label organizationalchange. Show all posts
Showing posts with label organizationalchange. Show all posts

Tuesday, August 15, 2017

How to Lead with an Open Mind
by Steve Axelrod, Ph.D. 

“What we’ve seen [at Google] is that the people who are the most successful here, who we want to hire, will have a fierce position. They’ll argue like hell. They’ll be zealots about their point of view. But then you say, ‘here’s a new fact,’ and they’ll go ‘Oh, well, that changes things; you’re right.’ – Laszlo Bock, SVP of People Operations at Google (New York Times).

True open-mindedness, the kind described by Laszlo Bock, is a critical, but unappreciated component of CEO leadership. As a trait first measured by social psychologists in the ’50s, open-mindedness has not been studied in relation to leadership effectiveness. Here are the key characteristics of open-mindedness and how it can be cultivated by organizational leaders.

What does “open-minded” mean in organizational life?

On the simplest level, open-mindedness means being receptive to new ideas and new information. In organizational life, it has several dimensions:

An openness to internally generated inspiration or innovation (creative dimension)
An openness to the ideas of others in the organization (collaborative or team dimension)
An openness to new trends and needs evident in customers and markets (external sensing dimension)

How to develop open-mindedness

Guided self-reflection can help you cultivate the collaborative dimension of open-mindedness. Either solo or in concert with a coach/thought partner, use the following prompts:

  • Are you able to admit you’re wrong? Take note of your own tendencies to make excuses, extensively explain and argue. Dissect recent disagreements to examine whether you were appropriately defending your position or shutting out others’ opinions and important observations.
  • Can you describe instances where you, as a leader, changed your mind on a fundamental organizational issue? How did you come to see things differently?
  • Are there key people in your organization whom you turn to because they will give you the “unvarnished truth?”
  • Can you describe a time when your team took your initial point of view or decision, reworked it, and came out with a better decision? How did you respond?
  • Finally, reflect on how your organizational culture either fosters or devalues open-mindedness. As a leader, do you promote or hinder open-mindedness as part of the culture? As the CEO you can elevate the importance of open-mindedness as both a value and a behavior.

A question of balance

Our traditional view of leadership stresses forcefulness, courage and risk-taking. But as important as these ideas are, when coupled with closed-mindedness, intolerance of dissent and groupthink they can lead to organizational ruin.

Open-mindedness is foundational to both good decision-making and organization-wide engagement. We need to do more to value, select for and develop open-mindedness, for it is the dynamic balance between forceful action and open-mindedness that defines outstanding leadership.
Source: Chief Executive

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.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
The George Washington University (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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Thursday, August 3, 2017

3 ways CEOs can find Hidden Leaders in their Organization
by  Craig Guillot


While organizations often try to cultivate leaders through programs or look for them outside their walls, they already may have “hidden” leadership potential in their own ranks. Many people with strong leadership skills often can remain invisible due to unconventional backgrounds, a loss of motivation, or because they have fallen off a development path.

Overlooking leadership potential not only leaves the individual feeling alienated and de-motivated, but it also robs the organization of potentially great leaders. Here are 3 ways CEOs can find hidden leaders in their workforce.

1. Look for people who haven’t had a chance to rise to the top.

Organizations should start by having managers scan their departments for promising individuals who are not on a list of high potentials. Managers can look for workers that show high performance and they can also leverage technology and personnel databases for educational and training backgrounds. McKinsey said “patterns often emerge” and can present people with solid credentials who had a bad experience early on and never recovered, people who started strong and didn’t continue to grow, or people who have simply had adverse experiences with particular managers.

“Patterns often emerge and can present people with solid credentials who had a bad experience early on and never recovered, people who started strong and didn’t continue to grow, or people who have simply had adverse experiences with particular managers.”

In The Hidden Leader, authors Scott Edinger and Laurie Sain say that hidden leaders often have 4 key identifiers: they demonstrate integrity, lead through relationships, focus on results and remain customer-focused. They said integrity is an “absolute bottom-line requirement of hidden leadership” and that their thoughts and actions are guided by a strong ethical code of conduct that is “focused on the welfare of everyone.”

2. Entice leaders to identify themselves.

Organizations also can engage in fishing with “bait” to encourage these hidden leaders to identify themselves. This could include offering rewards for atypical performance in things like quality control, innovation, inspirational leadership, or problem-solving skills. Workforce solutions provider Adecco, which runs a “CEO for One Month” program, offers work-based training program opportunities for young people, but also has found it to be a great system to find hidden leads.

McKinsey said a successful fishing strategy requires that companies know what leadership attributes are needed and design a bait accordingly, noting that “It’s counterproductive to arouse the expectations of leadership candidates, only to discover they don’t meet the company’s needs.”

3. Analyze social networks.

CEOs also can use social dynamics to flush out potential hidden leaders. McKinsey said they should dig more broadly into employees’ work environments to find leadership capabilities that might be more apparent to peers and front line workers than to those in the boardroom. Some companies use anonymous surveys to learn more about which individuals are playing influential roles in operations, regardless of their positions.

Leaders in lower roles often may exhibit superior problem-solving abilities. A person’s ability to figure things out proactively, rather than waiting to be “fed” information or opportunities, is a strong indicator of a person’s ability to lead. Because leaders rarely have a roadmap of how to lead effectively and because there is no one there to tell them what to do, being able to make optimal decisions with dispersed information is essential.

Michael McKinney, president of LeadershipNow, said that hidden leaders often are easier to find in “flatter” organizations and those with a greater number of areas to contribute. “By recognizing hidden leaders, we help to create a culture that develops more leaders. The hidden leaders are there. It’s a leader’s responsibility to discover and develop them,” said McKinney.
Source: Chief Executive

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TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
The George Washington University (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: mamc.latam@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


 MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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Tuesday, July 11, 2017

The Truth about Authentic Leaders
by Bill George

The debate over which form of leadership works best seems settled, in my view. Most leading companies globally are focusing on developing "authentic leaders" within their ranks. As the Harvard Business Review declared in January 2015, “Authenticity has emerged as the gold standard for leadership.”

In 2003, our book Authentic Leadership proposed a new kind of leader, whose character was the ingredient that mattered most—more than characteristics or style. We also challenged older models of leadership, including the “great man theory” and competency-based leadership models. Previous generations of business people spent more time trying to “market” themselves as leaders, rather than undertaking the transformative work that leadership development requires.

Critiques of authenticity

But recently three leading scholars at Insead, Stanford, and Wharton challenged the concept of authentic leadership. Like all movements—Harvard University Professor Michael Porter’s famous five forces of strategy comes to mind—growing acceptance of an idea often attracts contrarian critiques, which ultimately are healthy in clarifying our understanding.

In Leadership BS, Stanford’s Jeff Pfeffer says, “the last thing a leader needs to be at crucial moments is authentic.” Insead’s Herminia Ibarra adds, “We have to find a way to fake it till we become it.” The most recent salvo comes from Wharton’s Adam Grant, who wrote in the June 5 New York Times, “’Be yourself’ is actually terrible advice… Nobody wants to see your true self.”

While these writings have garnered plenty of press attention, their critiques of authentic leaders reflect a fundamental misunderstanding of authenticity. Webster defines authenticity as “real or genuine; not copied or false; true and accurate.” It comes from the Greek word for author, which led author Warren Bennis to say, “You are the author of your life.”

Ibarra postulates two types of authentic leaders: “low self-monitors” and “high self-monitors.” Low self-monitors tend to say whatever comes to mind, whereas high self-monitors watch carefully what they say for its impact on others. This distinction creates a false dichotomy because low self-monitoring is the opposite of being authentic, and is a sign of immaturity and insensitivity to the feelings of others. Leaders who do this, such as telling a colleague, “I’d like to go to bed with you,” as Grant proposes, are anything but authentic.

Authentic leaders monitor their words and behaviors carefully to be attuned to their audiences and to enroll their colleagues and teammates. They do so because they are sensitive to the impact their words and actions have on others, not because they are “messaging” the right talking points.

Ibarra’s second critique of authentic leaders is that they are often locked into a rigid sense of themselves, much like their immature teenage selves. This is the antithesis of authentic leaders, who are constantly developing themselves to increase self-awareness and improve relationships with others. They don’t hide behind their flaws; instead, they seek to understand them. This lifelong developmental process is similar to what musicians and athletes go through in improving their capabilities.

How leaders develop their authenticity

Rather than trying to redefine what it means to be authentic, research and leadership development programs should focus on how leaders develop their authenticity. Being authentic as a leader is hard work and takes years of experience in leadership roles. No one can be authentic without fail; everyone behaves inauthentically at times, saying and doing things they will come to regret. The key is to have the self-awareness to recognize these times and listen to close colleagues who point them out.

The essence of authentic leadership is emotional intelligence, or EQ, as articulated by Daniel Goleman. People with high IQs and low EQs can hardly be called authentic leaders. In contrast to IQ, which basically does not change in one’s adult lifetime, EQ can be developed. The first and most important step on this journey is gaining self-awareness.

In preparing to write Discover Your True North, my research team and I conducted in-depth interviews with 172 authentic leaders. This research highlighted the vital role of self-awareness in leadership development. Here are some recommended steps people undertake to develop a deeper understanding of themselves in order to become authentic leaders:

  • Explore their life stories and their crucibles in order to understand who they are. As my HBS colleague Lakshmi Ramarajan says, the process of learning, growing, and developing an integrated self is a process of construction and meaning–making. As leaders explore their life stories and crucibles, and process their experiences, they develop deeper understanding of themselves and feel increasingly comfortable being authentic. This is a lifelong journey in which we are always discovering the next layer, much like peeling an onion. As leaders discover their truth, their True North, they gain confidence and resilience to face difficult situations.
  • Engage in reflection and introspective practices by taking time every day to step back from the 24/7 world, turn off all electronics, and reflect on what is most important to them. This can be done through introspective practices that are growing rapidly in popularity, such as meditation, mindfulness, prayer, long walks to clear one’s mind, or simply sitting quietly and reflecting. The key here is set aside preoccupation with task lists, iPhones, and the latest news in order to reflect privately. In this way the urgent does not take precedence over the important in one’s life, and leaders examine how they are living their lives and engaging with the world around them.
  • Seeking honest feedback from colleagues, friends, and subordinates about themselves and their leadership. One of the hardest things for leaders to do is to understand how other people see them, which is often quite different than how they want to be seen. To gain greater understanding of how they are coming across, authentic leaders obtain real-time feedback by listening to their “truth tellers,” who give them candid critiques about their leadership. Those that surround themselves with loyal sycophants, who only tell them how well they are doing rather than being brutally honest, risk going off track. Leaders also gather feedback through regular 360 degree reviews from peers and subordinates. The qualitative comments shared in 360 reviews can be of great benefit if leaders take them to heart, and genuinely try to change.
  • Understand their leadership purpose so they can align people around a common purpose. Purpose defines the unique gifts people bring to leadership challenges, through which they can align others with their purposes in order to create positive impact. This is far more important than focusing entirely on achieving success in metrics like money, fame and power, yet ultimately produces sustained success in those metrics as well.
  • Become skilled at tailoring their style to their audiences, imperatives of the situation, and readiness of their teammates to accept different approaches. There are times when leaders have to make difficult decisions that are sure to displease people, and they’ll need to give tough feedback. At other times they need to be inspiring, good coaches, and consensus builders. These flexible styles aren’t inauthentic if they come from a genuinely authentic place. In this sense leaders’ styles become the outward manifestation of their authenticity. As leaders gain experience and develop greater self-awareness, they become more skillful in adapting their style, without compromising their character.

What is needed now is a deeper understanding of how leaders become authentic, as they navigate the practical dilemmas and paradoxes they face. For example, Karissa Thacker’s recent book The Art of Authenticity takes authenticity to a deeper level by exploring topics like relational transparency and honest conversations, making peace with paradox, and seeking the truth.

My colleagues at HBS are working on the challenges of being authentic, such as how and when to be vulnerable, cognitive distortions, making meaning of who we are by integrating the constructed self with the true self—or True North—and going from purpose to impact. These are fertile areas for research by academics and in-company leadership experts.

Rather than creating false postulations about authentic leaders, we need to focus on how we can enable leaders to become more authentic, and give them the tools to do so. In this way authentic leaders will be able to create better lives for everyone they serve.

 Source: HARVARD BUSINESS SCHOOL

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
The George Washington University (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: mamc.latam@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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Wednesday, June 28, 2017

3 Teamwork Lessons from a Business Leader
who attended a Navy SEAL Boot Camp
by Michael J. de Waal


Working in business isn’t hazardous to life and limb, but it’s also a team endeavor. Success requires well-honed teams to work together.

After attending a business conference in San Diego, 32 of us joined a Navy SEAL boot camp on Coronado Island. This “light” boot camp was a great experience, giving us a small insight into what our servicemen and women go through during initiation—and the importance of teamwork in the military and business.

 We were paired into two teams of 16. Teams were then broken up into four boat crews of people of similar heights.

There was the usual physical training (PT), during which we were told we were too hot (cool off and get into ocean) and then too clean (roll in the sand), and then too dirty (get back into the ocean). There were team obstacle races, memory games, log drills, runs, cold ocean work and more—all starting at 5:30 a.m.

 Finishing the boot camp was something I couldn’t have done on my own, but having teammates didn’t give me an automatic pass. I still had to learn to work with those teammates in the same way mountain climbers must work with theirs and you must work with yours.

Here are 3 lessons in being a good team member that I learned while at the boot camp. Use these tips for yourself and your executive team or board, or to strengthen the teams that work for you.

  • Help, encourage and trust your teammates … and be adaptable. It was a lot easier to reach a consensus and align our goals with our four-person boat crew first. While racing and carrying a log overhead, the first thing we did was to try and assess how we could best help each other carry the weight. We knew we needed to step in time so we would not trip on each other. Walter, an ex-Marine, would call out the steps from the rear. During the race, another teammate’s shoulder became very sore due to a recent operation. I moved forward to take his weight. We stayed positive, encouraged each other, and we ended up beating the young guys.
  • Communicate and establish a shared vision. It was a little hard at first to communicate, as none of us knew each other, but we knew that the sooner we could communicate the sooner we’d have an advantage. Together we decided what the core mission was and everyone’s role, so the team could succeed. This might seem obvious, but it’s easy to lose sight of goals when faced with challenges or obstacles. Whether your objective is supporting your team by linking arms and sitting in the ocean while being pounded by waves—or implementing software or obtaining market share—a shared vision will keep the team focused and on track.
  • Be flexible and focus by keeping it fun. You might have a plan, but be ready to make adjustments at any time. Just when we thought we understood a drill, our instructors would make it a little more interesting. Todd, the teammate with the sore shoulder, got our boat crew singing during our runs. I encouraged our crew to hug to stay warm when many began to shiver from the cold-water drills. Together as a team we finished the boot camp. There were some who gave up or got hurt. They grabbed a doughnut and a coffee and left. But we hung in there breaking the boot camp activities down into one task at a time—and we got through each of those “one tasks” together.

 All of us will inevitably have our own mountains to climb and oceans to cross. Yet regardless of the landscape, we will require the help of others to reach our destination. Through the power of positive teamwork, we can harness skills beyond our own and achieve success we might not otherwise see.

Source: Chief Executive

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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Consultas al mail: mamc.latam@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
The George Washington University (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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