Posts Categorized: Leadership

bias thwarts innovation

My recent blog post on our future is networked and feminine has had more online attention than any other post I have written in the past two years. I was even asked to change the title, something that has never happened before. For me, the topic is not new, and I have presented these ideas… Read more »

trust emerges

Paul Zak discovered eight key factors, or principles,  in promoting trust in the workplace. In The Neuroscience of Trust he describes the research over several years that yielded these insights and gives examples of companies who implement these principles. The return on investment is more energy and greater productivity. “Ultimately, you cultivate trust by setting a… Read more »

leadership is helping make the network smarter

Organizations face more complexity in the type of work they do, the problems they face, and the markets they interact with. This is due to increasing connections between everyone and everything. To deal with this complexity, organizations should loosen hierarchies and strengthen networks. This challenges command and control management as well as the concept that… Read more »

distributing power for the network era

A certain amount of command and control, exercised through a hierarchy is often necessary to get work done. I suggest temporary, negotiated hierarchies so that teams can form and re-form depending on what needs to be done. Reorganization can be inherent in the enterprise structure and not a cataclysmic event that happens only when management… Read more »

hunters in the jungle

The challenge for workers in what is becoming a freelance & gig economy is to survive in the global jungle. Work is moving toward temporary, negotiated hierarchies. The challenge for the modern organization is to have a flexible enough structure to let people move in and out of the jungle. Workers can also find short-term… Read more »

organizing for the network era

In my last post I noted that many organizations today are nothing more than attractive prisons. The current organizational tyranny was a response to a linear, print-based world. These organizations are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make and required command… Read more »

networked knowledge triad

There are three structures that exist in all organizations, with three different sources of power, and three types of leadership required for each structure. This is the thesis that Niels Pflaeging puts forth in Organizational Physics. Formal Structure – Hierarchy – Compliance Leadership Informal Structure – Influence – Social Leadership Value Creation Structure – Reputation… Read more »

the learning loop

John Boyd’s OODA loop (Observe, Orient, Decide, Act) was developed as a framework to help pilots make better decisions in battle. Since its inception in the 1970’s it has been adapted for other areas of operations, including business. “Decision makers gather information (observe), form hypotheses about customer activity and the intentions of competitors (orient), make… Read more »

learning from the peloton

“The peloton is the main group or pack of riders in a road bicycle race. Riders in a group save energy by riding near other riders. The reduction in drag is dramatic; in the middle of a well-developed group it can be as much as 40%” —Wikipedia “Pelotons are able to operate in the way… Read more »

connected leadership is smarter

If diverse teams are smarter, why do most organizations only put one person in charge, and then continue to replace that person with another individual ‘leader’? “In a nutshell, enriching your employee pool with representatives of different genders, races, and nationalities is key for boosting your company’s joint intellectual potential. Creating a more diverse workplace… Read more »