Leading Differently—Showing the Way in a Diverse and Changing World

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The world is in desperate need of a new leadership model.  That’s the message Ken Blanchard will be sharing as he brings together a diverse group of thought leaders for his company’s Leading Differently conference in San Diego next month.  Over 150 executives from around the world will join Blanchard to explore leading differently in a world that is more diverse, dispersed, and being asked to do more with less.

 

Executives from leading companies in the US, Canada, and Europe will be sharing stories of how they have successfully met these challenges through development programs that teach leaders how to co-create, co-design, and collaborate more effectively.

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Three Words That Can Transform Your Leadership

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When it comes to building trust in relationships, someone has to make the first move. One person has to be willing to step out, be a little vulnerable, and place trust in another person. Is it risky? Yes! Without risk there isn’t a need for trust.

John Lasschuit ®™‘s insight:

#Trust. That’s what I was saying in my latest blog.

See on leadingwithtrust.com

Three Words That Can Transform Your Leadership

Leading with Trust

Trust Stones“I trust you.”

When it comes to building trust in relationships, someone has to make the first move. One person has to be willing to step out, be a little vulnerable, and place trust in another person. Is it risky? Yes! Without risk there isn’t a need for trust.

So in a work setting, who makes the first move, the leader or the follower? Some would argue that trust has to be earned before it is given, so that places the responsibility on the follower to make the first move. The follower needs to demonstrate trustworthiness over a period of time through consistent behavior, and as time goes by, the leader extends more and more trust to the follower. Makes sense and is certainly valid.

I would argue it’s the leader’s responsibility to make the first move. It’s incumbent upon the leader to extend, build, and sustain trust with his/her followers. Why?…

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What’s Wrong With Your Organizational Structure? | Holacracy

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A common myth among entrepreneurs is that organizational structure gets in the way of getting work done. Several innovative companies thus try to minimize or loosen their structure (Valve, Asana) to address issues they perceive are a result of “too much structure”. In my experience, this is usually a mistaken goal: problems don’t come from structure itself, but from an inappropriate structure. That’s why Holacracy aims at appropriate, requisite structure. To understand what this means, I find a simple distinction used by organizational theorist Elliott Jaques particularly helpful. He identifies three distinct types or meanings of structure that can be useful in any organization.

John Lasschuit ®™‘s insight:

Great piece on Organization Structures and why they need to change.

See on holacracy.org

TMI: Leaders Who Share Too Much – Let’s Grow Leaders

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Transparency builds trust.  TMI overwhelms.  Can leaders share too much? I received this note from a Let’s Grow Leaders subscriber:

 

“The organization I work for prides itself on transparency – I too believe this is very important – however, there are some times when we try to be transparent when the information actually discourages the receiving party unnecessarily. I have been promoting transparency when there is good to be had – and not a way of removing guilt.”

 

So I open the conversation to the  LGL community. When do leaders share too much?

See on letsgrowleaders.com

Cross-Cultural Leadership: How to Avoid Making People Lose Face

LeadershipWatch

Business leaders of multinational organizations are often confronted with cross-cultural differences. These differences can cause misunderstandings and awkward situations between people. Especially when people feel they are losing Face. Face – an Eastern concept most likened to the Western concept of respect and dignity. Making people feel they are losing Face occurs more easily than we might expect and can seriously damage relationships.

This cross-cultural aspect of ‘losing Face’ can for instance play a role when you are responsible for leading a complex change project involving people from other cultures.

Brian Cook meets with his Chinese change manager Chan Ling and his team at the Beijing office of a European corporation to discuss last month’s delay in the change deadlines. He questions Chan Ling repeatedly about his team’s underperformance. Brian openly states he believes the team is not pushing hard enough and that there is a lack of commitment. He…

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Accidental Architectures and the Future of Intelligent Networks

See on Scoop.itIT nieuws Nederland

Not everything happens for a reason in the world of information management. Not every table or field in a database got where it wound up via some master plan. More often than not, a company’s information architecture has grown and evolved organically, like a sort of digital mycelium, spreading underground for years, ultimately providing the infrastructure for all manner of analytical insights to blossom somewhere down the line.

 

The obvious casualties of these “accidental architectures” (as companies like EMC and Talend are calling them) are the elusive goals of clarity and certainty. That’s why residential construction engineers take a vastly more disciplined approach when working with their architect counterparts. You wouldn’t want an accidental architecture for your three-story home, would you? No one in their right mind would want any such thing.

 

John Lasschuit ®™‘s insight:

Great piece by Eric Kavanagh on Inside Analysis (@theBloorgroup)

See on insideanalysis.com

Leadership or Insubordination?

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My boss towered over me as we stood side by side in the elevator. At 6’4″ he looked down at me, cheeks flushed with anger, and said: “you are in big trouble”.

 

We had just left the boardroom and his proposal had been tabled for further discussion. I took a deep breath and stared at my feet trying to keep it together. It was early in my career and I didn’t say a word for fear I would burst into tears. It was the longest elevator ride of my life and we only had to travel two floors!

 

He went immediately into his office and closed the door. When I left 2 hours later he was still on the phone. I expected I might be fired the next day.

See on randomactsofleadership.com