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[pdf] Followership
Although the importance of a good leader cannot be denied, followers also play an equally imprtant, if not often overlooked, role in the success of any group or organization.
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[pdf] How to His the Ground Running: A Guide to Succesful Executive On-Boarding
New executives have a unique chance to build leadeership teams that can drive department change and achieve great results. Executives who do this right will learn a lot, love doing it, and create direct reports who are likely to emulate this process as they become senior leaders in other companies.
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[pdf] Pointers for Success on Your New Job: You Only Have One Chance to Make a First Impression
You may not like this advice and can choose to ignore it, but following these do's and don'ts will improve the odds of having a successful career wherever you choose to work.
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A Guide to Building High Performing Teams
Three hundred miles south of New Zealand are the Auckland Islands. They are isolated, forbidding, and 150 years ago, they brought almost certain death to ships that got too close.
What Kind of a Follower Are You?
Although everyone spends a lot of time in follower roles, the fact of the matter is very little has been written about the topic of followership. Read over the descriptions and determine which one most closely matches how you behave on a day-to-day basis.
The Three Rules of Hiring A Players
What is ironic is that most interviewers believe they are good judges of talent and feel comfortable making hiring decisions in less than five minutes, yet virtually all of them have been through a divorce or a break up with a significant other.
The Rising Expectations for Leaders
Yes, leaders are working harder than ever before, but their staffs are not very likely to cut them any slack. Just as the pace and length of the work week has increased for managers, the expectations of workers has also increased. Because work plays a central role in most peoples’ lives, workers no longer want to just show up and be told what to do.
Managerial Incompetence: Is There a Dead Skunk on the Table?
We would like to begin this article by asking you to count up all of the people you have worked for over your career. Of this total, how many would you consider to be competent leaders or managers? We have asked this same question to thousands of people, and invariably only a small percentage of people in positions of authority make the grade.
Leadership Matters: Values and Dysfunctional Dispositions
Kaplan and DeVries, a Greensborough consulting firm, report that failure rates for today’s managers average about 50%, and failure rates for high potential managers average about 30%. These data reflect a long-standing condition. When we began studying leadership in the 1980s, we quickly discovered two things.
Some Common Misconceptions about Values
Go into any corporate lobby and chances are you will see a framed copy of the organization’s mission, vision, and values. Whereas the mission and vision describe the purpose or ends of the organization—its reason d’etre, values usually describe the means by which managers and employees are to achieve these ends. Despite the prevalence of values in our day-to-day activities, there appear to be a number of misunderstandings about what values are and the role they play in leadership and organizational life.
Leadership and Team Performance
As the readers of HBR will know, leadership is the most frequently discussed topic in the management sciences. The leadership literature is so extensive as to be overwhelming, but as of this writing, there is no consensus regarding how to define leadership. Moreover, some writers even argue that leadership is a myth, that leaders are irrelevant, that they are products of the systems in which they operate, and that their performance is determined by forces outside their control.
Good Leadership is Hard to Find
There seem to be four main reasons why many managers are perceived to be incompetent. Two of these reasons concern hiring practices. Many organizations often promote their best accountants or drivers because of their superb technical or functional skills. But often this just results in the loss of good individual contributors and the promotion of people who may not have a clue on how to effectively get work done through others.
What We Really Know About Leadership (But Seem Unwilling to Implement)
First and foremost, we have a distinct point of view about leadership that is grounded primarily in the real demands of getting something done. We believe the ends of leadership is getting results through others; the means is through building and maintaining high performing teams. Leaders exist to make things happen, and they need the knowledge and skills necessary to make things happen through others rather than getting tasks accomplished themselves.
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