What’s the worst part about working at your company? Is it a lack of growth and development opportunities? Or perhaps impossible deadlines? Or ambiguous and chaotic organizational structures? If you want to ensure that any new hires are going to succeed, you need to assess their ability to survive and thrive amidst these negative aspects. If your company tends to assign projects with unrealistic deadlines, you owe it to yourself to hire people that can handle that without cracking under the pressure.

Hiring Resilient People

Of course, in an ideal world you would fix all of your organization’s negative aspects. But let’s be honest: The typical talent executive does not have the political wherewithal to snap their fingers and make those changes. 
So you’ve got to play the hand you’re dealt, and that means hiring people who can handle these tough situations.

Tough Hires For A Tough Job

How do you actually assess whether someone can handle impossible deadlines, for example? Simply ask the question, “Could you tell me about a time you faced an impossible deadline?” or, “Could you tell me about a time your boss gave you an impossible deadline?”If you want to hire people who can survive in chaotic and ambiguous environments, you could ask, “Could you tell me about a time you faced competing priorities?”

What To Ask

We discovered that most interview questions have phrases at the end of them that ruin the questions’ effectiveness. These phrases include, “How did you solve it?” “How did you overcome that?,” and, “How did you successfully come through that?”We’ve completely lost the opportunity to hear about their failures and struggles because we literally told the candidate to only share their successes.

Ruining  A Question

career

Career

corporateculture

Corporate Culture

humanresources

Human Resources

leadershipandmanagement

Leadership & Management

How to Hire People Who Can Survive the Worst Parts of Your Company  - ERE

Being replaceable—a concept various company executives and business management books have promoted over the years—isn’t as precarious as it sounds; it just means that someone else at your workplace can do your job. That doesn’t mean the work isn’t important, or that you aren’t the best person for the role. But if you want to move on, you’ll have more luck getting promoted if there’s already a successor able and ready to take on the role.
Being considered irreplaceable on a team might sound good on paper—but it can actually put your career in a rut and stifle your opportunity to advance. Plus, it doesn’t actually benefit the company if you’re the only person who knows how to do your job.

Replaceable Doesn’t Mean Redundant

Being replaceable means that you’ll share knowledge and skills related to your role with other employees, which ultimately benefits the company and demonstrates to supervisors that you have leadership skills. 
Conversely, thinking of yourself as indispensable can be dangerous if you’re overestimating your worth to the employer.

Assuming You Are Indispensable Is Dangerous

If you’re a micromanager that’s always checking in, you’re telling the team that they don’t have the same level of skills as you to do the job. 
You might think you’re being indispensable and securing your role in the organization, but you’re likely demonstrating that you’re not a very good boss, which in the end makes your job less secure. You’re also more likely to burn out.

Micromanagement

<ul>
<li>Put everything in writing: Every process, task, or policy related to your job should be written down and stored in a drive where others can access it (ideally with a date or version number). </li>
<li>Support and train your colleagues: If no one else can do your job, flag it as a concern with your supervisor. </li>
<li>Delegate: Avoid the trap of thinking you need to sign off on every last task, especially when a colleague or direct report clearly has the skills needed for the job.</li>
</ul>

How To Be Replaceable

Why You Actually Should Make Yourself Replaceable at Work

What do you do when you feel stuck on a problem? Often asking a friend or family member for a pair of fresh eyes ends up being the best way to solve your issue. Even just explaining the problem out loud can help you generate new possible solutions.
Likewise, when you and your colleagues are feeling stumped about what to do, bringing in someone new to the organization can often be just the thing you need. While that new employee might stumble on a creative solution that has eluded everyone else, they are more likely to provide a great catalyst for generating new solutions.

A Fresh Pair Of Eyes

Part of what makes new employees valuable in problem solving is actually what makes it harder to work with them in general as they get acclimated to their new workplace. They just don’t share the assumptions and culture of the organization with everyone else. That can make it hard to explain things to new people. They don’t know how or why things are done the way they are.

New Hires Don't Share The Assumptions

New employees will end up asking a lot of questions about why things are done the way they are. Those questions reveal situations in which the initial reason why a procedure was put in place no longer holds.
These questions can also bring to light cases where people were sure they know why things were done as they are, and only realize the gap in their knowledge when asked to explain it.

New Employees Ask The Right Questions

New employees also bring a different base of knowledge than the one that has been applied to the problem so far. Even if describing the problem doesn’t change anyone’s view of what needs to be solved, this new knowledge has value. New employees should be encouraged to suggest things they know that seem related to the problem.The recommendations they make will trigger new thoughts in the entire team. Applying this new perspective to the problem will shift everyone out of the current way of approaching it, which is then likely to lead to new insights.

New Hires Have Different Knowledge

New employees also haven’t learned all the local jargon. Every organization has acronyms for units and procedures and other words that refer to particular individuals, clients, or processes. Those words carry a lot of assumptions with them that become part of the shared culture of everyone on the team.Because the new employees aren’t steeped in the local lingo, everyone on the team will be forced to change up the words they use to describe a problem. When talking to the new employee, people will have to explain the jargon terms, and so they will also use lots of synonyms.

They Use A Fresh Language

New employees can be great catalysts for solving problems that have long plagued a company.


productivity

Productivity

problemsolving

Problem Solving

3 reasons why new hires are so good at solving problems

<ul><li>There are always underlining assumptions and biases behind every decision or recommendation.</li><li>Get to know the political landscape, the key stakeholders, shakers and movers.</li><li>Don’t rely too heavily on analytical tools or frameworks when assessing complex problems.</li><li>You will never have perfect information.</li><li>Communicate so that there are no surprises. Keep key people informed of progress.</li></ul>

Five Key Takeaways

<ul>
<li>Different assumptions lead to different outcomes. The real question is, where do those differences come from in the first place?</li>
<li>Know who the critical stakeholders are. Know who can implement the recommendations, and even more important, who can stop them from being implemented.</li>
<li>Have a good sense of the political landscape long before you make your final presentation.</li>
<li>Use both analysis and change management to transform those likely to resist your recommendations into supporters.</li>
<li>Even sophisticated financial analysis can be easily swayed by individual biases or corporate politics.</li>
</ul>

How Strategy Works: Important Points

The five forces framework does a great job of helping to identify the competitive threats in an industry. But using this tool to estimate the overall attractiveness of an industry is usually not that helpful.The five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds and a way to make sure that the firm gets to where wants to go, no matter what direction the wind is blowing

The Five Forces Framework

The Five Forces model is widely used to analyze the industry structure of a company as well as its corporate strategy. Porter identified five undeniable forces that play a part in shaping every market and industry in the world, with some caveats. The five forces are frequently used to measure the competition intensity, attractiveness, and profitability of an industry or market.Porter's five forces are:1. Competition in the industry2. Potential of new entrants into the industry3. Power of suppliers4. Power of customers5. Threat of substitute products

In Brief: The Five Forces Model

<ul><li>Keep in mind whenever you see someone apply one of these analytical tools, whether it’s the five forces framework or net present value analysis or whatever, they are just tools. It’s the skills, interests, and motives of the person using the tool that determine whether the outcome of the analysis is reasonable.</li><li>When managers present a point of view, assume their point of view reflects some combination of how things actually are and how they want things to be.</li><li>Many managers do an analysis to reaffirm what they already believe.</li></ul>

What The Manager Already Believes

Three things to think about when considering cooperating with other businesses within a firm to gain synergies:<ul><li>Will it be good for business? Will it increase revenue or cut costs?</li><li>Could we achieve cost or quality advantages on our own without cooperation?</li><li>Could we realize these advantages by working with an outside provider?</li></ul>

Gaining Synergies

<ul>
<li>Value: Is the strategy valuable? Does it increase a firm’s revenues or reduce its cost compared to not pursuing the strategy?</li>
<li>Rarity: Does a firm possess unusual skills or other assets that the strategy would utilize?</li>
<li>Imitate: How long will it take other firms to imitate your strategy? Strategies that are hard to imitate – assuming they are also valuable and rare – are more likely to be a source of long-lasting competitive advantages.</li>
<li>Organization: Is a firm organized to execute and protect its sources of advantage?</li>
</ul>

The VRIO framework To Test A Strategy

<ul><li>Have a list of questions prepared before you enter your interview.</li><li>Make it clear that you need to work through your protocol (list of questions) and then just keep going back to it. I usually send mine ahead of the interviewee, along with a summary report of what we know and what we need to know.</li><li>A brief bio and engagement summary prepared in advance will help interviews go better.</li><li>Always ask for names of other people that you should follow up with after the interview is over.</li><li>Always ask for more information sources when you send a thank you note to the people you interview.</li></ul>

Taking An Interview: Strategy Points

Core competencies are activities in the value chain that create economic value, that are rare among a firm’s competitors, and that competitors find difficult to imitate.Technologies by themselves are not core competencies. But actions firms take to exploit these technologies can be core competencies. And they can sometimes be a source of sustained advantage.

Core Competencies

There are a number of reasons why it may be difficult for one firm to imitate the strategy of another, such as…<ul><li>Team-based skills</li><li>Legal restrictions on imitation</li><li>Reputation or brand</li><li>Switching costs</li><li>Search costs</li><li>Application experience</li></ul>

Imitating A Strategy

<ul><li>Ability to evaluate business alternatives independently and subjectively</li><li>Working with a team of extremely smart people who can get access to a great deal of good information</li><li>The time to focus on the future of the company rather than being caught up in the day to day responsibilities of running it</li><li>Be well rounded but figure out where your unique area of strength is. Every successful consultant I know has a world-class spike of experience in some area.</li></ul>

The Value Of A Consultant

<ul><li>Be aware of the politics of the situation and work them into your strategy.</li><li>Preview leaders ahead of time. No surprises.</li><li>Try to anticipate questions members of the top management team might have about your process or your recommendations.</li><li>Keep key players and clients informed of progress.</li><li>Always address the group, not the screen when giving presentations.</li></ul>

Tips For Your Career

All of the theories, frameworks, and tactics you learn in business school have their limitations. This is a book about how strategic decisions are made in the real world

What I Didn't Learn in Business School is a compelling read---whether you're a recent business school grad struggling to apply your new knowledge or an experienced leader who already knows that no strategy is created in a vacuum. --Book Jacket.

strategy

Strategy

business

Business

books

Books

Meet Justin Campbell. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed. Justin and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don't help them grapple with the human side of strategy--including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated. Justin and his cohorts aren't "real"--What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company's strategy efforts. This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. It's a compelling read--whether you're an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world.

Jay Barney

Trish Gorman Clifford

What I Didn't Learn in Business School

<ul>
<li>People don’t use their words, they are used by their words.</li>
<li>Upgrade the culture. Tribal Leadership focuses on language and behaviour to upgrade the culture.</li>
<li>Together is better. We start to overcome Stage Three by recognizing that there is no legacy in going at it alone.</li>
<li>Values come first. Wildly successful organizations talk about values even when it appeared they could least afford to do so.</li>
<li>Be great at something, world-class if possible.</li>
</ul>

The Five Key Takeaways

Tribal Leaders focus their efforts on building the tribe – or, more precisely, upgrading the tribal culture.Tribal Leadership works when the leader upgrades the tribe as the tribe embraces the leader. Tribes and leaders create each other.<ul><li>A tribe is any group of people between about 20 and 150 who know each other enough that, if they saw each other walking down the street, would stop and say “hello.”</li><li>They are likely people in your cell phone and in your email address book.</li><li>A small company is a tribe.</li><li>A large company is a tribe of tribes.</li></ul>

Corporate Tribes

<ul><li>Without the leaders building the tribe, a culture of mediocrity will prevail. Without an inspired tribe, leaders are impotent.</li><li>You can predict the performance of the tribe by counting the number of people who speak the language of each stage, and noticing who is in positions of leadership.</li></ul>

The Tribe: Five Stages

<ul><li>Very few professionals operate in Stage One, less than 2 percent.</li><li>If Stage One were a t-shirt, it would read “life sucks.”</li><li>People in this stage are despairingly hostile, and they band together to get ahead in a violent and unfair world.</li></ul>

Stage One

25 percent of workplace tribes display Stage Two as their dominant culture.“My life sucks” is the adopted attitude.People are passively antagonistic, no passion, laughter is quiet, sarcastic and resigned. They expect failure.There is little to no innovation and almost no sense of urgency, and people almost never hold one another accountable for anything.

Stage Two

<ul><li>This stage is the dominant culture seen in most workplaces (49%).</li><li>“I’m great, and you’re not” is their slogan.</li><li>Doctors, professors, attorneys, and salespeople are prone to operate at this level.</li><li>Knowledge is power, and so people hoard information.</li><li>They complain about not having enough competent support.</li><li>Common in companies where success is measured on an individual basis.</li></ul>

Stage Three

There’s a big gap between Stage Three and Stage Four culture.Stage Four is characterized by “we’re great, and they’re not” and represents 22% of the workforce.People feel free to be fully themselves. Everyone seems happy, inspired, and genuine.The bigger the foe, the more powerful the tribe at Stage Four.

Stage Four

<ul><li>“Life is great” is the T-shirt slogan for this level.</li><li>Less than 2% of workforces operate at this level.</li><li>Their language revolves around infinite potential and how the group is going to make history – not to beat a competitor, but because doing so will make a global impact.</li><li>This stage is pure leadership, vision, and inspiration. Innovative breakthroughs happen at this level.</li></ul>

Stage Five

About 75% of workplace tribes operate at Stage Three or below. The goal of this book is to upgrade your tribe to Stage Four.You determine what stage your tribe is at by listening to how most people talk and noticing how most people structure their work relationships.<ul><li>Each cultural stage has its own way of speaking, types of behaviors, and structures of relationships.</li><li>Tribal Leaders do two things:</li><li>Listen for what cultures exist in their tribes</li><li>Upgrade those tribes using specific leverage points</li></ul>

The Tribal Leadership Navigation System

When people at this stage cluster together, their behaviour expresses despairing hostility.Leveraging Points:<ul><li>If the person is willing to move forward, encourage him to go where the action is. This means having lunch with coworkers, attending social functions, and going to meetings.</li><li>Further, encourage him to notice ways in which life itself works. </li><li>Encourage him to cut ties with people who share the “life sucks” language.</li></ul>Success Indicators:<ul><li>A shift in attitude away from despairing hostility to more passive apathy.</li><li>Cutting social ties with other people who are in Stage One.</li></ul>

Stage One: On the Verge of a Meltdown

Stage Two has an ineffective relationship with values that comes across as cynicism, sarcasm, or resignation.They accept obstacles as the way it is and the way it always will be. They give up, and they band together in a sort of support group for the oppressed.They spend a lot of time making fun of bad managers – “idiot bosses”Stage Two wants to avoid accountability at all costs and will invent reasons to remain disconnected and disengaged.

Stage Two: Disconnected and Disengaged

<ul><li>Encourage the team member to make a friend. To establish dyadic (two-person) relationships.</li><li>Encourage the team member to establish relationships with people who are at late Stage Three – people who are eager to mentor others into becoming mini-versions of themselves.</li><li>In one-on-one sessions, show the team member how the work that they do does make an impact. Show them areas where they are competent and where their strengths are. Point out abilities they have that are not yet developed, but be careful to make the tone of these discussions positive.</li></ul>

Stage Two: Leverage Points

<ul><li>Stage Three is the zone of personal accomplishment.</li><li>It’s also an area where people tend to feel let down by others.</li><li>There’s a perception that people are where they are because they worked for it, and others aren’t there because they gave up.</li><li>People in the middle of stage three have an intense focus on time management since they believe that they can rely only on themselves.</li><li>When people at Stage Three get together, they try to outperform each other.</li></ul>

Stage Three: The Wild, Wild West

<ul><li>Encourage projects that are too big to be done alone.</li><li>Point out that the next level of success is going to require a different style than going at it alone.</li><li>When they complain that they (1) don’t have time and (2) other people aren’t as good, show them that they’ve crafted their work life so that no one can really contribute.</li><li>Coach him that real power comes not from knowledge but from networks and that there is more leverage in wisdom than in information.</li><li>Encourage them to manage using transparency.</li></ul>

Stage Three: Leverage Points

<ul><li>Nothing that matters is personal.</li><li>Stage Three has no legacy.</li><li>To win at Stage Three is to win small.</li><li>I now see I have been a manipulator, not a leader.</li><li>I’m tired; isn’t there some other game to play?</li><li>I see myself through others’ eyes, and I don’t like what I see.</li></ul>

The Tribal Leader Epiphany

Rules for Brainstorming:<ul><li>Stay focused</li><li>One conversation at a time</li><li>Be visual</li><li>Go for quantity</li><li>Defer judgment</li><li>Encourage wild ideas</li></ul>

Stage Four: Establishing Tribal Leadership

<ul><li>Get a group of like-minded people together and ask how to create or expand a business.</li><li>Look for a group of people within a Stage Three organization who want to play a Stage Four game.</li><li>Ignore organizational boundaries and use tribal antennae to find people who want to create a Stage Four tribe, allowing them to guide the development of the group.</li></ul>

Stage Four: Establish The Culture

<ul><li>A key point for companies that want to attain Stage Four is to go for values now.</li><li>Almost without exception, we found that wildly successful organizations talked about values when it appeared they could least afford to do so.</li><li>In every case, “we’re great” cultures rested on core values and reached toward a noble cause.</li><li>Many mergers fail because analysts and executives do not consider values and culture but rather think only about the compatibility of business models and balance sheets.</li><li>Tribal Leaders follow the core values of the tribe no matter what the cost.</li><li>Core values are the fuel of a tribe.</li></ul>

Core Values and a Noble Cause

<ul><li>Keep asking, “In service of what?”</li><li>Ask the Big Four Questions</li></ul><ol><li>What’s working well?</li><li>What’s not working?</li><li>What can we do to make the things that aren’t working, work?</li><li>Is there anything else?</li></ol>

2 Ways to Set a Noble Cause

<ol><li>A Tribal Leader tells a value-laden story, which triggers others to tell similar stories about their values.</li><li>Ask open-ended questions such as, “What are you proud of?”</li></ol>

2 Ways to Seek Core Values

<ul><li>A chance for tribal members to revisit what’s happened, understand events from all sides, resolve issues, and remove any process, system, or habit that’s inconsistent with its values and noble cause.</li><li>Ask the Big Four Questions together as a team.</li><li>Anything not consistent with the core values and noble cause must be reworked or pruned.</li></ul>

Quarterly Oil Change

<ul><li>Empower others to resolve conflict by reminding them of their shared values.</li><li>Stable triads resolve incidents and free the time of Tribal Leaders to focus on strategy.</li><li>Stage Four organizations actively pull in resources, approaches, consultants, ideas, or anything else that will build the tribe.</li><li>The next time you go to Starbucks, take two friends, not one.</li><li>It’s time for consulting, as an industry, to transition from “consultant-as-expert” to “consultant-as-partner.”</li><li>Stage four assumes trust; they don’t earn it. People grant trust from the beginning.</li></ul>

Triads and Stage Four Networking

<ul><li>Get to know the values and current projects of every person in your network.</li><li>Before facilitating an introduction between two people, you have to have the credibility to pull it off. Build credibility through “the theory of small gifts.” Do little things for people, like sending them an article that is about one of their interests, remembering their birthday, etc.</li><li>Be great at something, world-class if possible.</li></ul>

Preparing for World-Class Triading

<ul><li>Values</li><li>Noble cause</li><li>Outcomes</li><li>Assets</li><li>Behaviors</li></ul>

5 Components of Tribal Strategy

<ul><li>A goal is off in the future. It implies failure in the present. “when we achieve the goal, we will have stopped failing” is how many people relate to the goal-setting process.</li><li>In contrast, an outcome is a present state of success that becomes an even bigger victory over time. An outcome says, “This is what it looks like at this point in the process.”</li><li>Outcomes must be measurable, with a deadline.</li><li>Assets: The Potential for Continued Greatness</li></ul>

Outcomes Vs. Goals

<ul><li>Ask: "What do we have?"</li><li>Core assets are so central to the tribe that they may be invisible to the people inside. Ask, “What do we have a knack for doing better than anyone else?”</li><li>Common ground is another asset that answers the question, “How are we seen by those with whom we want to transact?”</li></ul>

Assets: The Potential for Continued Greatness

<ul><li>Ask: "What should we do to accomplish the outcomes?"</li><li>Don’t write down behaviours people are already doing. Focus on behaviours that will bring the outcomes to life.</li><li>Don’t assume everything will go perfectly according to plan. It won’t.</li></ul>

Behaviours: Strategy in Action

There are five stages of tribal leadership and each can be identified by the words people use to communicate. This book teaches us to focus on language and behavior to transform disjointed, selfish individuals into a cohesive, selfless team.

“Tribal Leadership gives amazingly insightful perspective on how people interact and succeed. I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.” —John W. Fanning, Founding Chairman and CEO napster Inc. “An unusually nuanced view of high-performance cultures.” —Inc. Within each corporation are anywhere from a few to hundreds of separate tribes. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright demonstrate how these tribes develop—and show you how to assess them and lead them to maximize productivity and growth. A business management book like no other, Tribal Leadership is an essential tool to help managers and business leaders take better control of their organizations by utilizing the unique characteristics of the tribes that exist within.

teamwork

Teamwork

“Tribal Leadership gives amazingly insightful perspective on how people interact and succeed. I learned about myself and learned lessons I will carry with me and reflect on for the rest of my life.” —John W. Fanning, Founding Chairman and CEO napster Inc.“An unusually nuanced view of high-performance cultures.”  —Inc.Within each corporation are anywhere from a few to hundreds of separate tribes. In Tribal Leadership, Dave Logan, John King, and Halee Fischer-Wright demonstrate how these tribes develop—and show you how to assess them and lead them to maximize productivity and growth. A business management book like no other, Tribal Leadership is an essential tool to help managers and business leaders take better control of their organizations by utilizing the unique characteristics of the tribes that exist within.

Dave Logan

John King

Halee Fischer-Wright

Tribal Leadership

Paradigms are basic assumptions about reality. They shape what we define as “fact” and how we see the world. 
The 21st century brings new social, economic and demographic realities that are in conflict with the old ways of thinking and acting.

Fundamental Paradigm Shifts

Management is essential in any type of organization, be it a church, school or business. Managers play a vital role in organizing their teams/resources to suit the task at hand, bringing out the best in each person, and figuring out how to create the greatest customer value across the entire economic value chain (regardless of geographical boundaries). 
Management is ultimately responsible for everything that affects the organization’s performance, regardless of whether they’re internal/external, within or beyond the organization’s control.

Paradigm Shifts Of the 21st Century

<ul>
<li>Birth rates in developed countries will continue to fall.</li>
<li>The labour pool will shrink, its median age will increase, and there’ll be pressures for more migrant workers.</li>
<li>Organizations must find ways to attract & tap on a new pool of older knowledge workers who work part-time instead of retiring fully.</li>
<li>Don’t just focus on revenues or market share. Focus on your share of customers’ disposable income (and if it’s increasing/decreasing). This shows if you’re in growth, mature or declining industry to direct your strategy.</li>
</ul>

Build Sound Strategies based on Certainties

<ul>
<li>In developed countries, large portions of public-listed corporations are now owned by pension/mutual funds investing people’s retirement funds. This calls for a new definition of performance and long-term shareholder interests.</li>
<li>It’s no longer enough to rely on low costs or government subsidies/protection. For long-term survival, organizations must be competitive globally.</li>
<li>The gap between economic globalization and local/regional protection will widen. Organizations should make decisions based on global economic competitiveness, not local/ political considerations.</li>
</ul>

The Truths Of The Coming Century

<ul>
<li>Institute policies to shape the future, including the use of “organized abandonment” and “organized improvement” to keep directing your resources to the top opportunities.</li>
<li>Use systematic innovation by regularly scanning the environment, and proactively converting changes to opportunities to innovate.</li>
<li>Use piloting to introduce changes, since breakthrough ideas and solutions can’t be validated through conventional market research or modelling.</li>
<li>Balance between the need for change vs continuity (or stability).</li>
</ul>

The 4 Requirements of a Change Leader

For 50 years, the information revolution focused on gathering, storing and presenting data. Computers have already transformed how we operate or perform our tasks. 
The new Information Revolution in the 21st century will shift from the “T” to the “I” in “IT”. It will no longer be about technology or systems, but how we interpret, organize and use information make better decisions, manage risks and create value.

Addressing the New Information Challenges

In the 20th century, management’s critical focus was on improving manual workers’ productivity using production equipment. In the 21st century, the focus is on maximizing the productivity of knowledge work and knowledge workers.It’s more complex to improve knowledge-worker productivity. You need 6 key factors, most of which are the opposite of what’s required for manual work: Defining the task clearly, taking responsibility for results, continuous innovation, learning/teaching on the job, defining/measuring quality and treating knowledge workers as capital assets (not costs).

The Challenge of Knowledge Worker Productivity

You must answer 5 key sets of questions:
<ul>
<li>What are my unique strengths? Use Feedback Analysis to learn your strengths, how you perform, and what your values are.</li>
<li>Where do I belong? Identify the right opportunities that fit your unique strengths, personality and values.</li>
<li>What should my contribution be? How you can make the biggest contribution and the results that’d make a difference?</li>
<li>How can I take relationship responsibility? Take responsibility for building relationships and alliances that add value to the organization.</li>
<li>What will I do with the second half of my life?</li>
</ul>

The Challenge of Managing Oneself

Management Challenges in the 21st Century looks afresh at the future of management thinking and practice. The content revolves around two fundamental issues that are occuring simultaneously: changes in the world economy, and shifts in the practice of management. These developments, especially in developed countries are crucial in exploring and understanding the challenges of the future. This volume focuses on the key questions for all business: What are the new realities? What new policies are required of companies and executives in order to deal with these changes. Facing a whole swathe of issues head-on in his usual clear-sighted style, Drucker offers up a prescient and informed analysis that will help every executive to build a proactive strategy for the future.

Management Challenges in the 21st Century looks afresh at the future of management thinking and practice. The content revolves around two fundamental issues that are occuring simultaneously: changes in the world economy, and shifts in the practice of management. These developments, especially in developed countries are crucial in exploring and understanding the challenges of the future. This volume focuses on the key questions for all business: What are the new realities? What new policies are required of companies and executives in order to deal with these changes. Facing a whole swathe of issues head-on in his usual clear-sighted style, Drucker offers up a prescient and informed analysis that will help every executive to build a proactive strategy for the future.

Peter Drucker

Management Challenges for the 21st Century

"Hope is like a road in the country; there was never a road, but when many people walk on it, the road comes into existence."

Lin Yutang. — ‘Hope is like a road in the country; there was never a road, but when many people walk on it, the road comes into existence.’

personaldevelopment

Personal Development

motivationandinspiration

Motivation & Inspiration

artsandculture

Society, Arts & Culture

“Hope is like a road in the country; there was n...”

In a recent episode of Maya Shankar’s podcast, she had an episode titled <a href="https://www.pushkin.fm/episode/the-science-of-grit/">The Science of Grit</a>., where guest Angela Duckworth defined grit as “a power combo of passion and perseverance”.

Talent vs Grit

You might have more talent than meYou might be smarter than meYou might be sexier than meYou might be all of those things.You got it on me in 9 categories.But if we get on a treadmill together, right, there’s two things:You’re getting off first, or I’m gonna die.It’s really that simple.

It's really that simple

There's also the question of knowing “when to quit and when to grit“. If you’re in a tough situation, the best move is often to quit. Burying yourself deeper into sunk costs is never wise, and quitting early can be great, so it can sometimes be difficult to know when to quit and when to grit.For that, I think it goes back to what you love and what you want. If you’re doing something you love in pursuit of something you really want, grit can take you further along that path. If you have that passion, and put perseverance behind it, you’ve found some grit and it could lead to great things.

Quit vs Grit

You’re born with talent — you work with grit.

In a recent episode of Maya Shankar's podcast, she had an episode titled The Science of Grit., where guest Angela Duckworth defined grit as "a power combo of passion and perseverance". The crux of the episode was about the difference between "grit" and "talent", not unlike the comparison I made…

timemanagement

Time Management

Talent vs Grit - Mickey Mellen

Being a leader is something which many people can do, but being a great leader, one who can lead the team to success while training all the members to become future great leaders is not a skill that everyone has.To be a great leader, it is necessary to have a natural leadership instinct along with the traits that one can achieve only by experiences and learning from those experiences as well as other people, preferably other ‘great leaders’.

A great leader is one who is passionate about the project/work, someone who’s energy can really inspire and pump up the passion in the other teammates. A leader should be driven by the passion and make it their purpose as well as have people with the similar passion in their team.When leaders have set goals and are able to communicate it to the rest of the team effectively, they can bring the entire team together to reach the goal while growing as a team as well.

Passion

A leader that has empathy towards their teammates is one who can understand the teammates to a deeper level and can connect with them emotionally. Teammates also feel better working with a leader who understands and bonds with them. Empathy also allows to get rid of any workplace tension and get straight to the root cause of the problem.

Empathy

A great leader is one who is secure with themselves and are self confident. You will rarely see them in self doubt. Teammates can rely more on confident leaders who are trustworthy and also grow their self confidence. However, keep in mind that confidence and arrogance are completely different things. A leader who is confident can help you build your self confidence, on the other hand, an arrogant leader will only focus on their own growth and doesn’t take the growth of their teammates seriously.

Confidence

A great team leader is also a great speaker, one who can use their words to inspire and push their team towards success/the end goal. Great leaders are clear with the message they convey to the team and in times of trouble they are able to solve the problems with their words.Leaders are comfortable addressing big groups as well as having one on one conversations with their teammates.Along with being great speakers, leaders are also great listners, which leads to amazing, innovative, insightful conversations.

Conversationalist

People that can easily adapt to situations and have an optimistic, open minded attitude towards even the most difficult situations excel as leaders. They also inspire those around them to adapt to changes surrounding them, the good and the bad. Great leaders understand that people are the biggest assests and welcome all criticism and feedback from others as well as teammates and appreciate exchanging ideas and opinions with their teammates.

Open minded

Great leaders are the perfect role models for members of the team, in addition to that, they are great source of motivation for the team members, especially during difficult times – professionally and/or personally. They know the important role of motivated team members in the growth of the entire team.Great leaders can motivate and inspire their team members only if they are confident and optimistic and at the same time have a realistic look towards life. A motivational leader has a very big hand in the growth of each individual of the team.

Motivational

“The best leaders know their teammates inside out, and know how to get the BEST out of each individual, individually!”

A great leader is the leader who gets happiness from seeing others being rewarded for their hardwork. Their leadership is not based on titles or position or power, their influence on people is not because of their money or power or connections.They define their success on the basis of the positive influence they have on people and the impact their actions have on other people. They constantly show up in times of need and are reliable to the team, they always put their team first and take actions that help each member of the team grow. A great leader brings out the true potential in others

Selflessness

“It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership. "

Great leaders are always determined to accomplish what they set out to do. They don’t give up when things get tough. They see difficulties/problems as a challenge and see it as an opportunity to grow. Such people are not afraid to think outside the box or take decisions/steps that are ‘uncomfortable’ or ‘difficult’, they constantly try to step out of their comfort zone and persuade their team to do the same.

Determination

Being an effective leader doesn't mean simply leading a group of people towards a goal, it's about growing, as a group and as individuals and a leader is the make or break of every team

Being an effective leader doesn't mean simply leading a group of people towards a goal, it is about growing, as a group and as individuals and a leader is the make or break of every team.

TOP TIPS TO BE A GREAT LEADER

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