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This web archive houses articles featured since Summer 2013, when our site launched on its new web platform. However, Peak Development's archive of articles goes back at least 5 years, and in some cases further. If you are unable to find what you're looking for in this archive, feel free to contact us, and we may be able to assist.
“There is a broad assumption in society and in education that the skills you need to be a leader are more or less transferable,” says Art Markman in Harvard Business Review. “But recent research is rightly challenging this notion. Studies suggest that the best leaders know a lot about the domain in which they are leading, and part of what makes them successful in a management role is technical competence.”
“When it comes to making tough decisions, coming up with creative solutions to problems, and being an inspiring leader, outer work plays a small role…in a knowledge economy, what we’re really getting paid to do each and every day is fueled by critical inner work,” says Alexi Robichaux in Fast Comapny. “And there’s a profitable side effect of doing it, which is exponentially elevating the value of our decision-making and productivity.”
In challenge-driven cultures, people “don’t want to delegate their most creative, in-depth, specialized work, so they take on the burden of generalist leadership reluctantly, and cede it readily. Leadership becomes an intermittent activity, in which people with enthusiasm and expertise step up as needed, and readily step out when, considering the needs of the project, another team member’s strengths become more central.” Strategy+Business offers strategies for cultivating challenge-driven leadership in your organization.
“As a leader, your interactions with people intersect across multiple tangents, arcs, and spins. You’re “on” all day, from when the alarm goes off and you check your email for the first fires of the day until you leave the office for happy hour. At each of these touchpoints, concentrating on bringing people together to achieve your goals is a necessary focus.” Says author Mary Rezek, “Every interaction has an impact, either good or bad — there is no neutral impact with leadership.”
“As leaders we receive recognition for our external mastery,” says author Kevin Cashman. “Revenue, profit, new product breakthroughs, cost savings, and market share are only some of the measures of our external competencies. Few would question the value of achieving and measuring external results. This isn’t the real issue. The core questions are: Where do the external results come from? Is focusing on external achievement the sole source of greater accomplishment? Could it be that our single-minded focus on external results is causing us to miss the underlying dynamics supporting sustainable peak performance?”
“It is no surprise to see companies investing time and resources in leadership training and development, which is great, but only if companies have set up an environment that recognizes that great leadership is about influence, not authority,” says Donald Hatter in Forbes. “This means instead of promoting professionals just because they are experienced and successful at completing their tasks, you should promote them because of their ability to teach, inspire and empower other employees, which results in increased engagement and productivity.”
“I have always believed that if you get the “people thing” right there is no challenge that is insurmountable,” says TLNT’s Ron Thomas. “Concentrate on your people. Get to know them not as workers but as human beings that want respect from you. Take care of your employees and you need not worry about some customer experience score; the better you do your job on the former, the latter will take care of itself.”