Tag Archives: development

How the new leadership learns from those with a stake in their success.

How it was

The relationship between leader and followers has changed over the past 50-years and is still changing. Leaders used to command-and-control workers, who were seen to be basically lazy, having to be told exactly what to do, and motivated only by security and money.  Leaders had top-down authority and a tight rein on workers who could not be trusted to do good work without control.

In the ‘70s and ‘80s more democratic models emerged. Workers were seen as responsible and motivated to do a good job, even without tight controls, punishment, and reward. This led to a less rigid leader-follower relationship, one more focused on creating happier, productive workers. The tools for doing that, however, were unclear.

The New Leadership

Over the past decade or two, there has been even more change in how leadership is viewed. We see more emphasis now on a leader’s capacity to build and sustain an inclusive and high-trust relationship with a loyal, capable, and motivated followership. Continue reading How the new leadership learns from those with a stake in their success.

Idea-to-Benefit Cycle

There are many ways to provide value to leaders who seek to turn ideas into benefits. Leaders of services firms  need to get and stay clear about how they help leaders in order to perform and grow to their full potential.

Click the figure below to view a presentation on how to think about helping leaders turn ideas into benefits.

framework-idea-to-benefit-featured
Idea-to-Benefit Cycle Presentation

How growing organizations should go about adding systems and processes.

One way to think about an organization is in terms of both how good it is at doing what it does, that is its effectiveness, and how mature are its systems and processes for doing what it does.  Figure-1 shows a way to map organizations into a framework that uses both dimensions. Continue reading How growing organizations should go about adding systems and processes.