Posts Categorized: Leadership

Do you know when it’s time to let go?

According to my colleague Jay Cross, Morgan McCall, Robert Eichinger and Michael Lombardo originated the 70:20:10 framework at the Center for Creative Leadership in North Carolina. Their 1996 book, The Career Architect, stated that lessons learned by successful managers came roughly: 70% from real life and on-the-job experiences, tasks, and problem solving 20% from feedback,… Read more »

The collaboration field needs to cooperate

Eugene Kim looks at a variety of disciplines in the collaboration space, using LinkedIn network analysis to see if and how they are related. The resulting map, and Kim’s explanations are most interesting for anyone doing work related to enterprise collaboration. According to Kim: The densest cluster is the organizational development cluster, which is left… Read more »

A guide to complexity and organizations

Via Jay Cross is this amazing synthesis – Organize for Complexity – of how complexity affects our work and the ways in which we can change our organizational structures to account for complexity, instead or adding more complication. If you know nothing about complexity, read this. If you know a lot on the subject, keep… Read more »

Aligned principles for an open, networked society

Via Ross Dawson, here are Don Tapscott’s four principles for the open world: Collaboration. The boundaries of organizations are becoming more fluid and open, with the best ideas often coming from outside. Transparency. Open communication to stakeholders is no longer optional, as organizations become naked. Sharing. Giving up intellectual property, including putting ideas into the… Read more »

Make the room smarter

The title of Dave Weinberger’s book, Too Big to Know: Rethinking Knowledge Now That the Facts Aren’t the Facts, Experts Are Everywhere, and the Smartest Person in the Room Is the Room, describes what should happen in a room where knowledge is freely shared. However, in most organizations, invisible power structures influence communications and the flow… Read more »

It’s all about networks

It’s all about networks. Understanding networks that is. This is the shift our organizations, institutions, and society must make in order to thrive in an always-on, interconnected world. Changing the mechanistic mindset: Work is changing as we get more connected. The old ways of organizing work are becoming obsolete, as 84% of workers in the US planned… Read more »

Fostering connections by letting go

IBM just published its 2012 Global CEO Study: Leading through Connections. The IBM study shows that CEOs and the companies they manage must constantly evolve to stay competitive. Partners, suppliers, employees and customers want CEOs to communicate with them on a personal level to build trust and to help align them to the organization’s strategy…. Read more »

When learning is the work …

What if your organization got rid of the Learning & Development function? What would the average manager or department head do? What would workers do? I’ve been thinking about this for a while. When work is learning, and learning is the work, training that is pushed from outside has less relevance. The L&D department is… Read more »

Do you need to be managed?

These days it’s more productive to think of organizations as organisms. Managers become stewards of the living. Their role is to energize people, empower teams, foster continuous improvement, develop competence, leverage collective knowledge, coach workers, encourage collaboration, remove barriers to progress, and get rid of obsolete practices. Living systems thrive on values that go far beyond the machine… Read more »