Article Review Service
Your time is valuable and staying on top of the latest information is tough, so let us do some of the work for you. We comb through over two dozen magazines, journals, and websites to bring you good reading on culture, leadership, teams, and more. Share your e-mail address using the form on the right, and we'll deliver a list of the top articles straight to your inbox once each month. You'll also receive instant access to our white paper library. Both are free, and are a valuable addition to your development toolkit.
“How many times have you walked out of a meeting and grumbled to a colleague about a senior leader’s decision? The inevitable grumbling will enact a toll on the decision’s results. It may delay implementation or eliminate the possibility of a great insight that would have improved or changed the decision and kept the organization from harm’s way.” To create a culture of candor, says Joseph Folkman, you must model the behavior you want to see in others.
Business leaders from Entrepreneur’s Top Company Cultures list share insights. Our favorite: “You’ve got all of the skills to be intentional about your culture—but you have to prioritize it.”
As Peter Drucker said: “Follow effective action with quiet reflection. From the quiet reflection, will come even more effective action.” Author and coach Jennifer L. Porter asks, “So, if reflection is so helpful, why don’t many leaders do it?”
“Habits are formed by practice and repetition—by simply making better choices more often. Not all of the time, but most of the time,” says Doug Conant. “Over time, the power of your habits is likely to surprise you as your leadership effectiveness grows and grows.”
“Why is it so difficult to get our teams learning at scale? In my experience, the central challenge is that leaders tend to think of learning too narrowly — equating it with training, mentoring, or “constructive feedback” during performance reviews.” According to Elizabeth Doty, “If you want to accelerate learning on your team, first engage them in a meaningful challenge, then design a feedback system that enables them to learn naturally, every day.”
“There’s no point in collaboration without tension, disagreement, or conflict,” writes Liane Davey in Harvard Business Review. “What we need is collaboration where tension, disagreement, and conflict improve the value of the ideas, expose the risks inherent in the plan, and lead to enhanced trust among the participants.”
Strategy+Business examines one hospital’s dramatic turnaround, which offers lessons for any leader seeking to overcome chronic underperformance. While talk of transformation often revolves around technology or new business models, this one put people at its core, including a CEO who held himself to the same aspirations and high standards he applied to the organization.
“In today’s ever-changing and more complex business environment, giving a broader range of people more power to drive organizational change is tantamount to success.” Says author Brent Gleeson, “Inspiring the team is one thing, but physically and psychologically giving them more autonomy to participate in the transformation process is critical.”