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La Leadership del cambiamento
I Leader del cambiamento efficaci sanno come affrontare la realtà ed adattarsi, come imparare e continuare a farlo, come aiutare gli altri ad imparare e come costruire aziende che sanno ed amano imparare.
Essere un leader del cambiamento (2 Strumenti | 45 Articoli)
Sviluppo della leadership a livello dirigenziale (4 Strumenti | 19 Articoli)
La Leadership del cambiamento: Essere un Leader del cambiamento
Strumenti
Great Execution
Doing the right things right … it sounds so simple, doesn’t it? So why do so many organizations struggle with executing their strategic plans? Tap into the experience of some of the best “executives” – and create your own execution-oriented culture.
 Scaricate (PPT)
Changing How Leaders Lead Change
Accompli's approach to change leadership is summarized in this document, excerpts from a presentation made by Accompli Partner Alexander Caillet in November 2005 in Milan, at the 3d annual conference of the Italian Coaching Federation.
Scaricate (PPT)
Articoli
Open Heart Surgery
Even in business settings, human connectedness happens heart-to-heart. Making transformational change almost like open heart surgery.
How to Stop Worrying
Like water coursing downhill, anxiety can carve deep channels in a leader's very core -- with harmful effects on his organization. Following seven steps, and avoiding three common pitfalls, can break the habit and change the results.
Light the Fire Within
When we lead – and live – for a higher purpose than ourselves, it is as if an intense fire is ignited deep within our consciousness. We draw on
this fire; it releases a surge of energy and ignites our enthusiasm. It transforms our personality to one that is truly attractive – drawing followers to us, and drawing from them their full support. Thus are
long lasting results achieved.
Comparison: You Show Me Yours
Managers are taught to
reinforce desirable
behaviors that enable employees to do better than expected with
"atta-boy" feedback and incentives. But any
comparison can be corrosive.
Conflict
Conflict can actually serve
useful purposes. At
issue is how to attaint worthwhile ends
from the difference that inevitably arise in the pursuit of any
collective
activity.
The Effect of Affect
What the boss believes about us actually influences our ability to be
productive. In turn, our perspective affects our subordinates.
Consider long-term strategies for staying steady even in the face of
criticism.
Is that Your Final Answer?
Perceived pressure to know “the” answer gets in the
way of fresh approaches to business challenges. What you can do to stay
out of the trap.
Leading from Within, Part II
Contrary to conventional wisdom, leadership is not scarce; it is simply underdeveloped. Relying on innate wisdom, managers can ascend through three levels: Leaders of Self, Leaders of Others, Leaders of Leaders.
Leading with Compassion
Human-to-human warmth – being tough-minded about problems but open-hearted about people – encourages performance without stress.
Lucky Mud
Arrogance is the #1 factor in failed change initiatives. Humility is increasingly seen as key to change leadership, not only for what it unleashes in others but also for the way it benefits the leader. Giving up the need to be “the one” helps leaders become “the one who gets things done.”
Make Conscious Choices
Practice presence – the #1 quality in all great leaders – to be better able to handle whatever shows up, moment to moment.
Presence of Mind
Use your thinking to your advantage. Understanding the mechanics that underlie human thought gives us a better chance to produce the results we desire and to avoid those we do not.
Time and Wisdom
The more we hurry the get things done, the harder it is to access innate wisdom. The solution: realizing that we have the power to step back from our thoughts, quiet our minds, reflect.
Paved With Good Intentions
The job of the change leader is not cheerleading in order to make people feel comfortable. Rather, it is encouraging people to get comfortable with DIScomfort -- a natural consequence of operating in a world replete with unknowns.
Don't Wait for a Crisis
How to remain calm and clear-headed, sorting through possible step in a crisis and also in everyday business
Mr. Markwell's Wild Ride
Research in neuroscience, as explored in recent books, underscores our understanding of how human functioning plays out in effective leadership.
Never Shout Fire in a Crowded Theater
Good outcomes depend on clear thinking. Cultivate mental balance to keep panic at bay.
Courage
Calling for courage in business situations is as non-controversial as calling for correct addition on expense reports. So why is it so often lacking? Courage is lost - or found - in each individual's thinking.
Control Your Destiny or Someone Else Will Collins, co-authored with Noel M. Tichy (2005)
In remaking General Electric, Jack Welch led what remains the most important and successful corporate transformation in history. This best-selling book, twice revised since its publication in 1993, is the classic case study of how GE mastered change. "Fascinating reading. There is at least as much to be learned here as from reading Peter Drucker, John Kenneth Galbraith, or Michael Porter." -- Boston Globe
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Does Power Corrupt?
Like sand in a gearbox, manager misbehavior - even mundane ethical shadings - gums up the works of an organization. For guidance, leaders need look no further than the Golden Rule.
Changing Our Relation to Time
Rigorous re-patterning can stop the energy drain caused by concern about time.
The Antidote to Burnout
Stress is exacerbated by thought habits that act like a clogged water filter in the mind. The solution: recognize and change the way of dealing with habitual thought patterns.
Time to Mourn
Corporate cost of time lost to bereavement leave is likely to increase. But the personal price of not giving grief its due is far greater.
Work/Life Balance
How to keep work stress from damaging home relationships.
Rethinking Integrity
While the concept of integrity has been with us since time immemorial, our changing times and recent events suggest the need for a new way of thinking about what it means to live and act with integrity.
Into the Unknown
To facilitate change, leaders must guide their teams past fear by staying committed to exploration.
Busy as a Bee
People who understand that busyness is actually just a state of mind cope effortlessly and gracefully with whatever is thrown their way.
Leading Beyond The Walls Edited by Hesselbein et al, Jossey-Bass, (1999)
Essays on Leadership From the Peter F. Drucker Foundation For Non-Profit Management - including an essay by Strat Sherman, "The Power of Choice"
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Wanted: Company Change Agents (December 11, 1995)
The most sought-after person in today's workplace is someone known as a change leader, a new breed of middle manager who's in short supply. Very different from your run-of-the-mill general managers, these mavericks get big results when you need them. They are focused, determined, willing to break rules, and great at motivating their troops.
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A Brave New Darwinian Workplace (January 25, 1993)
Forget old notions of advancement and loyalty. In a more flexible, more chaotic world of work you're responsible for your career. For the adaptable, it's a good deal. The greatest social convulsions of the years ahead may occur in the workplace, as companies struggling with fast-paced change and brutal competition reshape themselves -- and redefine what it means to hold a job. Apple Computer CEO John Sculley made the point recently to Bill Clinton: The continuing ''reorganization of work itself'' is part of a social transformation as massive and wrenching as the industrial revolution. Deep thinkers as diverse as futurist Alvin Toffler, author Tom Peters (Liberation Management), and Allied-Signal CEO Lawrence Bossidy agree: The demise of the old authoritarian hierarchies, from the U.S.S.R. to General Motors, is a global, historical phenomenon that none can evade.
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Jack Welch's Lessons for Success (January 25, 1993)
In an excerpt taken from the hot new management book, America's leading changemaster reflects on what he has learned running GE -- including his mistakes. More than any other executive, Jack Welch is known for breakthrough management ideas and the will to apply them. As General Electric's chief executive since 1981, Welch, 57, has led the revolution that is transforming GE from a stodgy industrial giant into one of the world's most valuable and competitive companies. His remarks here are from the new book about his tenure at GE: Control Your Destiny or Someone Else Will (Doubleday, $24), by Noel M. Tichy and Stratford Sherman. The authors spent over 100 hours interviewing Welch, and spoke with scores of other GEers, from heads of businesses to young management trainees.
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You're Invited To The CEOs' Ball (January 15, 1990)
Join our reporter for a fun weekend with the most celebrated class the Harvard business school has ever produced, as the men of 1949 gather for their 40th reunion. The party is winding down, but it's not over yet. I've come to Cambridge, Massachusetts, to observe the 40th reunion of the Harvard business school class of 1949. Celebrated as ''the class the dollars fell on,'' this group is famed for the CEOs it produced and the wealth it amassed. It's an October Saturday, getting on toward midnight, and as the White Heat Swing Orchestra ignites ''All or Nothing at All,'' tuxedoed MBAs in their mid-60s spin across the dance floor with their white-haired wives. Beyond the windows of the hotel ballroom, lightning flashes over the Charles River. Time for a few more dances before the lights go out.
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Today's Leaders Look To Tomorrow: John F. Welch Jr. (March 26, 1990)
Welch, 54, CEO of General Electric, has transformed the company from a stodgy bureaucracy to one of the most forward-looking corporations around. He spoke with Stratford P. Sherman.
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Smart Ways To Handle The Press (June 19, 1989)
Reporters are strange beasts, and as Exxon's ordeal shows, dealing with them can be tough. You've got to face facts -- and whatever you do, you've got to talk. If you doubt that bad press can wound a company, consider what is happening to Exxon. Since the Exxon Valdez dumped 260,000 barrels of crude oil into Alaska's Prince William Sound, TV and print reporters have portrayed the world's third-largest industrial company as an uncaring, incompetent, penny- pinching despoiler. Almost everything Exxon says and does -- from criticizing the Coast Guard to running stiffly worded apologies in the press -- seems to make matters worse. Shareholders, including some heavy-hitting institutional ones, have attacked the company and even demanded CEO Lawrence Rawl's resignation. Rawl's conclusion: ''Our public image was a disaster once that ship went on the rocks.'' true enough -- but inept public relations has made it worse.
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Inside The Mind Of Jack Welch (March 27, 1989)
His ideas are simple: Face reality. Communicate clearly. Control your own destiny. But put together, they could rewrite the book on how to run a big company. "I was an only child," says Jack Welch. ''My parents were about 40 when they had me, and they had been trying for 16 years. My father was a railroad conductor, a good man, hardworking, passive. He went to work at 5 A.M., got home at 7:30 at night. My mother and I would drive down to the train station in Salem, Massachusetts, to pick him up. Often the train would be late, so we'd sit for hours and talk. I was very close to her. She was a dominant mother. She always felt I could do anything. It was my mother who trained me, taught me the facts of life. She wanted me to be independent. Control your own destiny -- she always had that idea. Saw reality. No mincing words. Whenever I got out of line she would whack me one. But always positive. Always constructive. Always uplifting. And I was just nuts about her.''
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Who's In Charge At Texaco Now? (January 16, 1989)
Chief Executive James Kinnear would like to be. So would raider Carl Icahn. The struggle between manager and shareholder has set the company adrift. James W. Kinnear was still vying for the top job at Texaco when, some years back, a reporter asked him whether he disagreed with any of the company's policies. He had a smorgasbord of failed or questionable strategies from which to choose: Texaco had been bloodied in court by the famous $11 billion Pennzoil judgment, its operating performance by almost any measure ranked last among the major integrated oil companies, and its stock continued to trade at depressed 1960s prices. Despite all this, Kinnear said no, he couldn't think of a single thing he disagreed with.
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The Smutty Story Of Cabot Corp. (December 5, 1988)
These are dark times for the world's leading maker of soot. Can a new CEO save the day? Whatever the outcome, the tale is a parable for U.S. manufacturers. If there is still romance in basic industry, then it is here, in Cabot Corp. of Boston. Since 1882 the company has produced carbon black, the filthiest, blackest substance known to man. A fine dust valued by the Pharaohs as a pigment for inks, this is carbon in its pure form, a homely chemical cousin of the diamond. Cabot produces the stuff by heating leftover oil sludge to 3,000 degrees F., creating particles so small that a billion of them might fit on the period that ends this sentence.
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Ted Turner, TV's Boldest Gambler, Bets The Plantation (January 5, 1987)
Ted Turner didn't go broke in 1986. Considering this cable TV titan's mania for outrageous business risks, survival may be the most impressive of his many recent accomplishments. Lean and cocky at 48, the wildman entrepreneur of TV still exhibits an overheated ego and ambitions to save the world. He also remains a shrewd asset builder. In 1986 his ambition and love of risk carried him to his most scarifying heights yet, and the trip is changing his famously flamboyant way of life.
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The Gambler Who Refused $2 Billion (May 11, 1987)
Pennzoil's J. Hugh Liedtke, fighting Texaco, made a historic bet. Initial effect: Everybody loses.
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A TV Titan Wagers A Wad On Movies (May 12, 1986)
Lorimar-Telepictures makes a ton of money producing and distributing such TV hits as Dallas and The People's Court. Unsatisfied, chief Merv Adelson is trying to expand in theatrical films. The profits are potentially huge -- but a lot less certain. The siren song of the Hollywood big time holds Lorimar-Telepictures Corp. in its sway. The company springs from the February merger of two television powerhouses: Lorimar Inc., a top producer of network series best known for "Dallas," and Telepictures Corp., a remorselessly aggressive marketer that sells TV shows directly to stations. Together, with an unmatched 21 1/2 hours of freshly produced shows airing weekly, this entrepreneurial upstart wields as much clout in TV as the major film studios that are its main competitors. Wall Street is enchanted with the company and with TV, the safest and most lucrative segment of show business. But this achievement does not satisfy Lorimar co-founder Merv Adelson, 56, the straightforward, often brilliant chief of the merged enterprise. He wants to make movies too, a glamorous but treacherous endeavor that has sunk sound companies before.
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Ted Turner: Back From The Brink (July 7, 1986)
The TV innovator loves life on the edge. His first MGM deal got him there. The latest will cut his colossal debt -- but not so much that he's apt to be bored. Cocky, shrewd, and so wildly unorthodox that even some admirers regard him as slightly crazy, Robert Edward Turner III owns most of Turner Broadcasting System and runs that Atlanta cable TV network company to suit himself. Thunder and excitement seem to suit him best.
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The Man Who Got Hit For $10.5 Billion (March 17, 1986)
Texaco's John K. McKinley is hanging tough against Pennzoil. He doesn't seem scared that the lawsuit threatens to reduce a lifetime of achievement to rubble. Right or wrong, John K. McKinley makes the decisions at Texaco Inc. No touchy-feely management by consensus for this hardheaded chief executive, and no buck-passing either. Now 65 and scheduled for retirement in December, McKinley faces a poignant possibility: that with a single act he has destroyed the $47.5-billion-a-year international oil giant to which he has devoted the whole of his 40-year career.
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Technology's Most Colorful Investor (September 30, 1985)
Thanks to tireless promotion and successful investments in Lotus and Compaq, Ben Rosen has risen to the top rank of venture capitalists. He's now bringing a risky software start-up into a market bored with computers. Benjamin M. Rosen, at 52 the boyish eminence grise of personal computing and the field's most prominent venture capitalist, thinks he can do it again. As chairman and general partner of the Sevin Rosen group of venture funds, he has been godfather to two of the industry's most sizzling start-ups: Lotus Development, producer of the top-selling 1-2-3 spreadsheet program, and Compaq Computer, the third-largest personal computer manufacturer after IBM and Apple.
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Hollywood's Foxiest Financier (January 7, 1985)
Marvin Davis's private domain, Twentieth Century-Fox, has gone a long time between hits. But the high-living oilman has reshaped the company's finances, and the news behind his latest moves is that he's doing a lot better than Fox's bottom line suggests. Despite all appearances, Marvin Davis is well on his way to proving that a savvy oilman can make a buck in Hollywood. The Denver wildcatter, who is bigger than William Howard Taft and reportedly richer than Croesus, bought half of Twentieth Century-Fox Film Corp. in mid-1981 and the rest last October. On the surface it looks like a terrible investment. Fox's annual report for its August 1984 fiscal year, released in late November, shows the company's third consecutive net loss--$90 million on sales of $754 million --and contains the startling admission that Fox is too broke to finance its operations. But in the big picture, that may not matter to Davis. Remarkably, by applying to the film business some of the characteristic techniques that enriched him in oil, he is well on his way to making another fortune from Fox.
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An Airline Rebel Takes Off Again (November 25, 1985)
Exhausted by long hours, Harold Pareti quit People Express to start his own airline -- one that would charge nearly as little as his old employer and offer more service. Presidential Airways has made an impressive start. But Pareti is working as hard as ever. Burned out, Harold J. ''Hap'' Pareti, 37, realized last January he had lost control of his life. Six months earlier he had become president of People Express Airlines, the $1-billion-a-year no-frills carrier he helped found in 1981. Shortly after the promotion, says Pareti, Chief Executive Donald C. Burr, known for his innovative personnel policies, had told Pareti to report to the office daily at 6 A.M. and remain there until 9 P.M., regardless of his workload. ''Don felt strongly that executives should role-model their leadership skills by being physically present,'' says Pareti. ''That didn't leave any personal time at all. I couldn't wind down enough to relate to my family. I was a basket case.'' Fearing a heart attack, facing what he calls the ''inevitable'' prospect of divorce -- and nurturing an idea for his own business -- Pareti abruptly quit.
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La Leadership del cambiamento Sviluppo della leadership a livello dirigenziale
Strumenti
Management and Leadership
Successful change requires an artful blend of management and leadership. Often, one or both of these key ingredients is in short supply. Get a handle on the key distinctions.
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The “Golden Hour”
So you’ve just been promoted. Congratulations …and now what? You’re in a “Golden Hour.” At no other time may employees be as open to change as they are now. With the right reflection and actions in your critical first quarter on the job, you may ensure your success.
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Framing Global Leadership: 10 Key Questions
10 key questions to answer when developing a global leadership development program
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Personal Assessment
Those who would change their organizations must to be open to their own transformation. Assess your competence relative to the human dimension (intangible resources) and develop a self- improvement plan.
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Articoli
Grace: The Unmentionable
Its spiritual connotations often make the concept of ‘grace’ out of bounds in business conversations. What if you just thought of it as being open to the possibilities presented to you?
The Blade Wheel of Mind Transformation
Ego is everywhere in todayÂ’s culture. Yet leadership with humility engenders more dedicated followers.
No Hands Tied
Research reinforces the value of traditionally feminine styles of leadership.
CFO Article: Being Here
The challenges of leadership exist in the here and now. So leaders need to exist there too. This article from the March 1 edition of CFO Magazine explores the impact of a leader's presence on business results.
Be The Change
An organizationÂ’s transformation is dictated by the leaderÂ’s willingness to undertake a personal makeover. The great challenge facing those who aspire to lead is to become more fully aware, tapping the heart as well as the head.
Decisions, Decisions
Confidence in decision-making is a hallmark of great leaders.How do they achieve it? Analytic toolkits help surface answers to “what” and “how” questions, but they can’t answer “why” or even “where.”Reflection is an essential step – easing the stress of leading into the unknown.
20/20 Hindsight
Looking back, a leader can easily point to what created “a great ride.”But going forward into change, rely on insights that point to three key questions.
Level 5 Leaders
Humility, the ability to transcend ego, plus willpower, releasing latent capacity in service of a goal, combine in leaders who transform their companies from "good to great." Reflecting on the book by Jim Collins.
Letting Go to Get Ahead
The delegation of power is a dance that balances three parts: authority, accountability, and responsibility.
Beware the Man Who Knows
Leaders become more effective as they become more comfortable saying, I don't know.
Delegating Decisions
Three keys to delegating decisions in a way that accelerates group progress toward goals: tolerant restraint; focus on goals over tactics; positive tone.
Am I a Leader?
The uncommon leader masters four intangibles: tone, time, trust and transfer.
On Becoming a Leader
Personal wake-up calls point to the kind of changes one must make on the somewhat mysterious quest to be a leader.
Imagining Your Destiny
How can you unleash creativity, a quality that seems elusive but is actually inborn? By not allowing ego to stifle the creative impulse.
Can Leadership Be Taught?
Old assumptions about the difficulties in developing leadership are outmoded. Instead, look to everyone's inherent capacity.
Leading from Within
Understanding the role of thought enables leaders to attend to mood and improve team productivity.
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