When it comes to the question of what makes for effective leadership, good manners should be top of the list. Manners is an overlooked topic when it comes to leadership. A lot of research has been done on the importance of good manners for great leadership.[Read more…] about Good Manners Makes for Great Leadership
Leading in a fast-paced, digital world demands a new way of working. Your ability to respond to a rapidly changing world is what makes the difference between success or failure. The need for agility is no longer just a nice to have, leading with agility is a matter of survival. Consider the following research assessing the longevity of Fortune 500 businesses over the past 61 years.
“Comparing the 1955 Fortune 500 companies to the 2016 Fortune 500, there are only 60 companies that appear in both lists. In other words, only 12% (and fewer than 1 in 8) of the Fortune 500 companies in 1955 were still on the list 61 years later in 2016, and more than 88% of the companies from 1955 have either gone bankrupt, merged with (or were acquired by) another firm, or they still exist but have fallen from the top Fortune 500 companies (ranked by total revenues).” – Fortune 500 firms 1955 v. 2016
Markets expect companies to constantly change and adapt. The message is clear. Either you adapt or you die!
“Everything I do is a reinforcement or not of what we want to have happen culturally.” – Steve Ballmer, Microsoft – Culture and the Chief Executive
The survey – conducted by the Katzenbach Center at Booz & Company – to better understand better understand global perceptions of culture and its impact on change – explored the views and perspectives of 2,219 executives. The report describes culture as follows:
We tend to structure around the leader as the commander in chief, using a command and control approach. A command and control leadership approach is based on models from the military, where top generals develop strategy, the officers translate the strategy into action plans and soldier’s execute. This leadership approach – over the years – was adopted by business to help improve and control productivity. We created a corporate hierarchy of reporting lines and allocated specific roles and responsibilities. This hierarchy is then controlled and managed by a powerful top executive. The emphasis is on exerting control over the enterprise through the tools of hierarchical structures and process. Hierarchy is typically applied when one would rather have control as opposed to leadership. Much of the management discipline that we have developed over the past few decades concerns itself with exercising control in this way.
“Failing organizations are usually over-managed and under-led.” – Warren Bennis
“Leaders live in fish bowl and are always being watched. They should always be conscious of that fact and take advantage of it.” – Gene Klann
Leaders are being watched all the time. Every gesture, action and word is being closely observed. In a New York Times article, “He Wants Subjects, Verbs and Objects” based on an interview with Richard Anderson, chief executive of Delta Air Lines, makes the following point: