Group items tagged leader - Radical RealTime

Six social-media skills every leader needs - McKinsey Quarterly - Strategy - Innovation - 0 views

www.mckinseyquarterly.com/...skills_every_leader_needs_3056

skills leader mckinsey

shared by Hans Gaertner on 30 Mar 13 - No Cached

Hans Gaertner on 30 Mar 13

1. The leader as producer: Creating compelling content 2. The leader as distributor: Leveraging dissemination dynamics 3. The leader as recipient: Managing communication overflow 4. The leader as adviser and orchestrator: Driving strategic social-media utilization 5. The leader as architect: Creating an enabling organizational infrastructure 6. The leader as analyst: Staying ahead of the curve

<div class="cArrow"> </div><div class="cContentInner">1. The leader as producer: Creating compelling content 2. The leader as distributor: Leveraging dissemination dynamics 3. The leader as recipient: Managing communication overflow 4. The leader as adviser and orchestrator: Driving strategic social-media utilization 5. The leader as architect: Creating an enabling organizational infrastructure 6. The leader as analyst: Staying ahead of the curve </div>

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What Makes a Good Collaborative Leader?Collaborative Innovation - 0 views

collaborativeinnovation.org/...es-a-good-collaborative-leader

collaborative collaboration teams productivity trust leadership

shared by Stephan Dohrn on 28 Sep 11 - No Cached

n his book, Practically Radical, William C. Taylor (cofounder of Fast Company magazine) writes about collaborative leadership. Taylor believes that collaborative leadership is about ”collective capability,” not just collective intelligence.  That is, leaders create the conditions in which diverse people work together to solve a tough challenge.
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The Biggest Mistake You (Probably) Make with Teams - Tammy Erickson - Harvard Business ... - 1 views

blogs.hbr.org/...iggest_mistake_you_probab.html

enterprise2.0 collaboration teams leadership productivity HBR research sustainableteams

shared by Stephan Dohrn on 07 Apr 12 - No Cached

collaboration improves when the roles of individual team members are clearly defined and well understood — in fact, when individuals feel their role is bounded in ways that allow them to do a significant portion of their work independently. Without such clarity, team members are likely to waste energy negotiating roles or protecting turf, rather than focusing on the task.
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Stephan Dohrn on 07 Apr 12

More structure can be better than more freedom to foster collaboration. Yet, it is not the goals a team leader needs to define but the roles of each team member need to be clarified so they are well understood by all.

<div class="cArrow"> </div><div class="cContentInner">More structure can be better than more freedom to foster collaboration. Yet, it is not the goals a team leader needs to define but the roles of each team member need to be clarified so they are well understood by all.</div>

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Why Remote Workers Are More (Yes, More) Engaged - Scott Edinger - Harvard Business Review - 1 views

blogs.hbr.org/...ou_taking_your_people_for.html

collaboration leadership distributed teams engaged communication HBR

shared by Stephan Dohrn on 31 Aug 12 - No Cached

The team members who were not in the same location with their leaders were more engaged and committed — and rated the same leader higher — than team members sitting right nearby.
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Can Absence Make a Team Grow Stronger? - Harvard Business Review - 3 views

hbr.org/...R0405J-PDF-ENG

distributed teams productivity teams virtual leading tools leadership papers

shared by Stephan Dohrn on 03 May 11 - No Cached

Stephan Dohrn on 03 May 11

Summary: "The scores of successful virtual teams the authors examined didn't have many of the psychological and practical obstacles that plagued their more traditional, face-to-face counterparts. Team members felt freer to contribute--especially outside their established areas of expertise. The fact that such groups could not assemble easily actually made their projects go faster, as people did not wait for meetings to make decisions, and individuals, in the comfort of their own offices, had full access to their files and the complementary knowledge of their local colleagues. Reaping those advantages, though, demanded shrewd management of a virtual team's work processes and social dynamics. Rather than depend on videoconferencing or e-mail, which could be unwieldy or exclusionary, successful virtual teams made extensive use of sophisticated online team rooms, where everyone could easily see the state of the work in progress, talk about the work in ongoing threaded discussions, and be reminded of decisions, rationales, and commitments. Differences were most effectively hashed out in teleconferences, which team leaders also used to foster group identity and solidarity."

<div class="cArrow"> </div><div class="cContentInner">Summary: "The scores of successful virtual teams the authors examined didn't have many of the psychological and practical obstacles that plagued their more traditional, face-to-face counterparts. Team members felt freer to contribute--especially outside their established areas of expertise. The fact that such groups could not assemble easily actually made their projects go faster, as people did not wait for meetings to make decisions, and individuals, in the comfort of their own offices, had full access to their files and the complementary knowledge of their local colleagues. Reaping those advantages, though, demanded shrewd management of a virtual team's work processes and social dynamics. Rather than depend on videoconferencing or e-mail, which could be unwieldy or exclusionary, successful virtual teams made extensive use of sophisticated online team rooms, where everyone could easily see the state of the work in progress, talk about the work in ongoing threaded discussions, and be reminded of decisions, rationales, and commitments. Differences were most effectively hashed out in teleconferences, which team leaders also used to foster group identity and solidarity."</div>

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Discover Your Collaboration Persona: How do you "show up" in an increasingly visual, mo... - 1 views

blogs.cisco.com/...obile-social-and-virtual-world

collaboration distributed teams enterprise2.0 leadership

shared by Stephan Dohrn on 12 Mar 13 - No Cached

eadership is about how you “show up.”  In other words, it’s how we act and behave in everyday situations that define our leadership persona.
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how do we “show up” as leaders in a world where work is increasingly done on a mobile phone or tablet, or using a video chat, web conference or Telepresence?
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The social side of strategy - McKinsey Quarterly - Strategy - Strategy in Practice - 0 views

www.mckinseyquarterly.com/e_social_side_of_strategy_2965

collaboration productivity strategy mckinsey crowdsourcing leadership tools

shared by Stephan Dohrn on 11 May 12 - No Cached

how to inject more diversity and expertise into your strategy process, to get leaders closer to the operational implications of their decisions, or to avoid the experience-based biases and orthodoxies that inevitably creep into small groups at the top
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from “all-knowing decision makers,” who are expected to know everything and tell others what to do, to “social architects,” who spend a lot of time thinking about how to create the processes and incentives that unearth the best thinking and unleash the full potential of all who work at a company.7
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Leadership Is a Conversation - Harvard Business Review - 0 views

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leadership conversation harvard business review article teams collaboration

shared by Stephan Dohrn on 25 May 12 - No Cached

The command-and-control approach to management has in recent years become less and less viable. Globalization, new technologies, and changes in how companies create value and interact with customers have sharply reduced the efficacy of a purely directive, top-down model of leadership. What will take the place of that model? Part of the answer lies in how leaders manage communication within their organizations—that is, how they handle the flow of information to, from, and among their employees. Traditional corporate communication must give way to a process that is more dynamic and more sophisticated. Most important, that process must be conversational.
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