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Doris Reeves-Lipscomb

http://katenasser.sharedby.co/vebSph - 0 views

katenasser.sharedby.co/vebSph

ambiguity mindfulness intentional_priorities Nasser womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 May 14 - No Cached
  • Doris Reeves-Lipscomb on 02 May 14
     
    Blog post by kate Nasser on thriving in ambiguity. Learn to Thrive in Ambiguity What's the worst that can happen if you just get started? What will happen if you make no choice at all? What is your gut telling you?
Doris Reeves-Lipscomb

Manager and machine: The new leadership equation | McKinsey & Company - 0 views

www.mckinsey.com/...manager_and_machine

online leadership McKinsey executives technology soft_skills womenslearningstudio

shared by Doris Reeves-Lipscomb on 16 Sep 14 - No Cached
  • Doris Reeves-Lipscomb on 16 Sep 14
     
    article by Martin Dewhurst and Paul Willmott, September 2014 on new leadership skills required in age of new information technologies Machines force executives and senior leaders to: 1. open up their companies through crowdsourcing and social platforms within and across organizational boundaries 2. create data sets worthy of the most intelligent machines 3. "let go" in ways that run counter to a century of OD 4. executives...able to make the biggest difference through the human touch. ...questions they frame, their vigor in attaching exceptional circumstances highlighted by increasingly intelligent algorithms ... tolerating ambiguity and focusing on the "softer" side of management to engage the organization and build its capacity for self-renewal. 5. turbocharged data-analytics strategy, a new top-team mind-set, fresh talent approaches, and a concerted effort to break down information silos...transcend number crunching..."weak signals" from social media and other sources also contain powerful insights and should be part of the data-creation process. 6. ...early movers will probably gain insights of unstructured data, such as email discussions between representatives or discussion threads in social media. 7. ...dashboards don't create themselves. Senior executives must find and set the software parameters needed to determine, for instance, which data gets prioritized and which gets flagged for escalation. 8. ...odds of sinking under the weight of even quite valuable insights grow as well. Answer: democratizing it: encouraging and expecting the organization to manage itself without bringing decisions upward. ...business units and functions will be able to make more and better decisions on their own. 9. 8 will happen even as the CEO begins to morph into a "chief experimentation officer," who draws from acute observance of early signals to bolster a company's ability to experiment at scale. 10. need to "let go" will be more significant and the discomfort of s
Doris Reeves-Lipscomb

12 Critical Competencies For Leadership in the Future - By Tanmay Vora - Linkis.com - 0 views

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VUCA competencies leadership future Vora womenslearningstudio

shared by Doris Reeves-Lipscomb on 18 Mar 16 - No Cached
  • Doris Reeves-Lipscomb on 18 Mar 16
     
    Article by Tanmay Vora, January 2016 on VUCA world (Volatile, Uncertain, complex & ambiguous) Traditional hierarchical structures are fading away to give way to purposeful networks and communities of people working together to achieve a shared purpose. The cumulative impact of these forces demands a new mindset and competences for leaders to be able to stay relevant and make a positive difference to people and hence, business.
Doris Reeves-Lipscomb

Coming to a Couch Near You: A New Wave of Telecommuting - 0 views

mashable.com/...he-telecommuting-dream-is-dead

telecommuting online_workspace womenslearningstudio blog Mashable

shared by Doris Reeves-Lipscomb on 10 Apr 14 - No Cached
  • Doris Reeves-Lipscomb on 10 Apr 14
     
    ""We do our best work when we're physically connected," says Roy Hirshland, CEO of T3 Advisors, a commercial real estate advisor. Dialing in on Skype will work in a pinch, but it's not a substitute, he says. "When you're in the same room, you can see facial expressions, you can feel energy in a room." The idea is based on Media Richness Theory, which posits that some tasks require face-to-face interaction. Skype doesn't fit the bill. "Skype is a great, free way to communicate with sound and picture, but with glitchy connections, awkward camera angles, the limitations of webcams and cheap microphones, etc.," says Dr. Matthew Lombard, a professor at Temple University and president of the International Society for Presence Research. "It's far from the same experience as talking to someone in person. Face-Time and other tablet and phone methods have the advantage of mobility, but they suffer in terms of the vividness of the experience." "Narrow-bandwidth tech like text-based chat rooms and messaging, and email, are great for specific, relatively straight-forward, 'dry' cognitive tasks but not so good for things that involve ambiguity and emotion," Lombard says. "So there are an awful lot of tasks people need to complete in business (and certainly in life generally) that don't lend themselves well to these technologies.""
Doris Reeves-Lipscomb

Corporate Learning In A Volatile, Uncertain, Complex, Ambiguous World - Forbes - 0 views

www.forbes.com/...2

learning forbes womenslearningstudio

shared by Doris Reeves-Lipscomb on 23 Sep 15 - No Cached
  • Cultivating Learning agility is instilling (or re-instilling for many) a sense of curiosity in new ideas, and the willingness to explore the unfamiliar or established. It is developing the ability and instinct for a person to try to navigate uncharted areas to them or to their organization.
  • They particularly prepare people to best leverage emergent, dynamic, evolving and volatile contexts such as matrix- or network-organizations and teams, communities of practice, virtual teams and workplaces and external partnerships and ecosystems. These apply to any job role internal or external, in cross-functional or cross-team capacities.
Doris Reeves-Lipscomb

Shut Up and Sit Down - The New Yorker - 0 views

www.newyorker.com/...dangerous-leadership-obsession

leadership history Rothman NewYorker womenslearningstudio

shared by Doris Reeves-Lipscomb on 22 Mar 16 - No Cached
  • People who fetishize leadership sometimes find themselves longing for crisis.
  • Our faith in the value of leadership is durable—it survives, again and again, our disappointment with actual leaders.
  • f you’re flexible in how you translate the word “leadership,” you’ll find that people have been thinking about it for a very long time.
  • ...14 more annotations...
  • Rost found that writers on leadership had defined it in more than two hundred ways. Often, they glided between incompatible definitions within the same book: they argued that leaders should be simultaneously decisive and flexible, or visionary and open-minded. The closest they came to a consensus definition of leadership was the idea that it was “good management.” In practice, Rost wrote, “leadership is a word that has come to mean all things to all people.”
  • “The End of Leadership,” from 2012, Barbara Kellerman, a founding director of the Harvard Kennedy School’s Center for Public Leadership, wrote that “we don’t have much better an idea of how to grow good leaders, or of how to stop or at least slow bad leaders, than we did a hundred or even a thousand years ago.” She points out that, historically, the “trajectory” of leadership has been “about the devolution of power,” from the king to the voters, say, or the boss to the shareholders. In recent years, technological and economic changes like social media and globalization have made leaders less powerful.
  • Max Weber distinguished between the “charismatic” leadership of traditional societies and the “bureaucratic” leadership on offer in the industrialized world.
  • Khurana found that many companies passed over good internal candidates for C.E.O. in favor of “messiah” figures with exceptional charisma.
  • Charismatic C.E.O.s are often famous, and they make good copy;
  • y the mid-twentieth century
  • “process-based” approach. T
  • if you read a detailed, process-oriented account of Jobs’s career (“Becoming Steve Jobs,” by Brent Schlender and Rick Tetzeli, is particularly good), it’s clear that Jobs was a master of the leadership process. Time and time again, he gathered intelligence about the future of technology; surveyed the competition and refined his taste; set goals and assembled teams; tracked projects, intervening into even apparently trivial decisions; and followed through, considering the minute details of marketing and retail. Although Jobs had considerable charisma, his real edge was his thoughtful involvement in every step of an unusually expansive leadership process.
  • some organizations the candidate pool is heavily filtered: in the military, for example, everyone who aspires to command must jump through the same set of hoops. In Congress, though, you can vault in as a businessperson, or a veteran, or the scion of a political family.
  • whether times are bad enough to justify gambling on a dark-horse candidate.
  • Leadership BS
  • five virtues that are almost universally praised by popular leadership writers—modesty, authenticity, truthfulness, trustworthiness,
  • and selflessness—and argues that most real-world leaders ignore these virtues. (If anything, they tend to be narcissistic, back-stabbing, self-promoting shape-shifters.) To Pfeffer, the leadership industry is Orwellian.
  • Reading Samet’s anthology, one sees how starkly perspectival leadership is. From the inside, it often feels like a poorly improvised performance; leading is like starring in a lip-synched music video. The trick is to make it look convincing from the outside. And so the anthology takes pains to show how leaders react to the ambiguities of their roles. In one excerpt, from the memoirs of Ulysses S. Grant, Samet finds him marching toward an enemy camp. Grant, a newly minted colonel who has never commanded in combat, is terrified: “My heart kept getting higher and higher, until it felt to me as though it was in my throat.” When the camp comes into view, however, it’s deserted—the other commander, Grant surmises, “had been as much afraid of me as I had been of him.” Leaders, he realizes, are imagined to be fearless but aren’t; ideally, one might hide one’s fear while finding in it clues about what the enemy will do.
  • Doris Reeves-Lipscomb on 22 Mar 16
     
    article by Joshua Rothman on leadership and how our views of leadership have changed through the centuries and how leadership virtues don't always agree with the actions taken by "leaders" whom we admire. 
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