Organizational change usually comes from people at the top. Employees often find it hard to create change in the organization because they aren't heard.
Here is a tricky question: How many living management gurus can you name who did not learn their trade in North America? I have asked many colleagues this question, and it's pretty hard to come up with a good list. For example, consider the individuals in last year's "Thinkers 50" ranking list. By...
Integral Leadership development model (by Unipaz) was built to allow Human Beings transformation into leaders for challenges of the twenty-first century.
This hack proposes to create leadership/management teams in which power, tasks and responsibilities are not distributed across people on the same hierarchical level, but are held by a team representin
My experience as a manager – and in particular, as the leader of a company – has been shaped by two quotes that have helped frame my thinking about that role. One is from Harold Geneen, who oversaw the growth of ITT into the first modern conglomerate: “The skill of management is achieving your...
2011 marks the 100th anniversary of the publication of Frederick Winslow Taylor’s Principles of Scientific Management. Taylor was a mechanical engineer who, according to Peter Drucker, “was the first man in recorded history who deemed work deserving of systematic observation and study.” Taylor...
This is my short version of title. these types of CEO are usually (unfortunately) successful enough to stay on for the short term, but everything about them defines failure.
Susan Cain has spoken about Introverts and the correlation between creativity, innovation, and leadership with introverts. In a world where corporate leaders demand "butts in seats" in
