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“There are always telltale signs that your company culture needs an upgrade,” writes Brent Gleeson in Inc. “Don’t ignore them!”
“Talk about purpose adds little without clarity on the deeds and roles that back it up,” says Rich Lyons, Dean of UC Berkeley’s Haas School of Business.
“Effective leadership isn’t generic,” suggests Eric Garton in Harvard Business Review. “To achieve great performance, companies need a leadership profile that reflects their unique context…We found that the same is true of leaders: They must be spiky, not well-rounded, and those ‘spikes’ must be relevant to the way that the company creates value.”
“Asking your people to be more strategic can feel like telling them to get taller. What can you—or they—really do to make that happen? Fortunately, strategic acumen is not like one’s height. The ability to think, act, and lead strategically is a skill, and anyone can become better at it.” Ken Favaro shares two approaches for giving executives the opportunity to develop their strategic acumen.
“A team that makes the most of the talent around the table creates better results” writes Joelle K Jay in Inc. “A high-functioning team is not easy to build. But it can be done – and the following three steps are a great start.”
“If cognitive diversity is what we need to succeed in dealing with new, uncertain, and complex situations,” say Alison Reynolds and David Lewis in Harvard Business Review, “leaders will have to get much better at building their team’s sense of psychological safety.”
“Navigating change, both personally and professionally, requires you to form new habits, and that requires some discomfort,” says Anne Grady. “The more ingrained you are in the old way of doing things, the longer it takes to form new habits. The good news is you can intentionally train yourself to think and behave in new ways.”
“Many human resources departments and business schools offer courses on large-scale organizational change management. But fewer seem to offer education on individual, self-change management. And, in order to lead others through change, it seems to me you have to first learn to manage yourself.” Forbes’ Gary Bradt offers offers a “change toolkit” with ways of thinking, feeling, and behaving to get better results.