Leader to Leader最新文献_第2页

UNDERSTANDING THE EMPLOYEE GRIEF CYCLE IN ORGANIZATIONAL TRANSITIONS: A LEADER’S GUIDE TO SHOWING SUPPORT AND MAINTAINING ENGAGEMENT 了解组织转型中员工的悲伤周期：一个领导者展示支持和保持参与的指南

Leader to Leader Pub Date : 2025-08-08 DOI: 10.1002/ltl.20924

Jennifer J. Fondrevay

{"title":"UNDERSTANDING THE EMPLOYEE GRIEF CYCLE IN ORGANIZATIONAL TRANSITIONS: A LEADER’S GUIDE TO SHOWING SUPPORT AND MAINTAINING ENGAGEMENT","authors":"Jennifer J. Fondrevay","doi":"10.1002/ltl.20924","DOIUrl":"https://doi.org/10.1002/ltl.20924","url":null,"abstract":"The author (Founder and Chief Humanity Officer of Day1 Ready) notes that decisions made by executives “often trigger an unexpected phenomenon among your workforce: grief.” She points out “how to recognize the signs of transition grief, understand its progression, and implement specific leadership practices that transform potential resistance into productive engagement.” This builds upon “Elisabeth Kübler-Ross’s foundational work on grief in her seminal book On Death and Dying to specifically identify how these stages manifest during organizational transitions.” Within the workplace/organizational setting, she provides “recognition signs” for each of Kübler-Ross’s five stages: Stage 1. Denial Stage 2. Anger Stage 3. Bargaining Stage 4. Depression Stage 5. Acceptance. For each stage she provides foundational practices; in her words 1. Separate grief from resistance 2. Create emotional headroom 3. Maintain consistent presence 4. Model appropriate vulnerability. The author believes that navigating this terrain offers significant advantages to organizations, including, in her words: 1. Accelerate Integration 2. Talent Retention 3. Customer Continuity 4. Innovation Resilience 5. Change Capacity. Leaders can improve “transition resilience” with five steps; in her words, 1. Audit your current change communication 2. Create time and space for grief 3. Train your leadership team 4. Develop personal check-in practices 5. Establish feedback mechanisms.","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"41-48"},"PeriodicalIF":0.0,"publicationDate":"2025-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

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REDESIGNING THE LEADERSHIP MODEL TO RESTORE TRUST, TALENT, AND ECONOMIC HEALTH 重新设计领导模式，以恢复信任、人才和经济健康

Leader to Leader Pub Date : 2025-08-08 DOI: 10.1002/ltl.20919

Christie Smith

{"title":"REDESIGNING THE LEADERSHIP MODEL TO RESTORE TRUST, TALENT, AND ECONOMIC HEALTH","authors":"Christie Smith","doi":"10.1002/ltl.20919","DOIUrl":"https://doi.org/10.1002/ltl.20919","url":null,"abstract":"The author, founder of The Humanity Studio, notes the changing nature and allure of the job of the CEO/Chief Executive Officer, and why a new leadership model is needed. “We’re in a supercycle of disruption,” she writes, “a prolonged, compounding period of change where technology, workforce expectations, and economic forces are colliding—not to destroy leadership, but to force it to evolve.” She describes the supercycle further, in her words, as: Artificial Intelligence/AI is rewriting the rules of business. The workforce has fundamentally changed. Global economic instability is escalating. Market and political instability are reshaping leadership itself. She recounts “the early warning signs of an impending resignation,” including “the no-win syndrome,” “crisis fatigue takes over,” “the lalent drain becomes personal,” “success no longer feels worth it,” and “a new path looks more appealing.” Besides businesses, “nonprofit leaders, university presidents, and government executives are feeling the same pressure.” She then offers a “bold new imprint” for leaders in four steps, which in her words are 1. Reinvent a Sustainable CEO Role 2. Rethink What Leadership Looks Like. 3. Save the Leadership Pipeline Before It Breaks. 4. Rebuild Trust in Leadership and Close the Next Generation’s Skills Gap.","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"13-18"},"PeriodicalIF":0.0,"publicationDate":"2025-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918745","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

BROKEN OPEN: UNLOCKING AUTHENTIC LEADERSHIP THROUGH FEMININE INTELLIGENCE 打破僵局：通过女性智慧释放真正的领导力

Leader to Leader Pub Date : 2025-08-08 DOI: 10.1002/ltl.20920

Elina Teboul

{"title":"BROKEN OPEN: UNLOCKING AUTHENTIC LEADERSHIP THROUGH FEMININE INTELLIGENCE","authors":"Elina Teboul","doi":"10.1002/ltl.20920","DOIUrl":"https://doi.org/10.1002/ltl.20920","url":null,"abstract":"The author is a leadership expert/coach, former attorney at Davis Polk & Wardwell LLP, and adjunct professor at Fordham Law School. She believes that authentic leadership “emerges…when we allow ourselves to break open, transcending rigid constructs to embrace qualities like empathy, vulnerability, intuition, and interconnectedness.” She writes that this “constitutes feminine intelligence, a universal strength that empowers leaders, irrespective of gender, to engage meaningfully with their teams, communities, and broader society.” She discusses her personal example of transformation from the world of corporations and elite law firms to her more recent roles in philanthropy and a member of the Advisory Board of the Earth Law Center. She describes in detail five “Practical Strategies to Cultivate Feminine Intelligence.” In her words, they are: 1, Commit to Continuous Self-Reflection. 2. Encourage and Model Vulnerability. 3. Lead with Empathy and Compassion. 4. Cultivate Deep and Inclusive Listening. 5. Redefine Success With Holistic Metrics. She also taps into the 20th century wisdom of the mythologist and author Joseph Campbell and his idea of the hero’s journey; and the psychologist Carl Jung’s concept that “wholeness requires embracing both our inner masculine and feminine energies.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"25-31"},"PeriodicalIF":0.0,"publicationDate":"2025-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

WHAT WILL REALLY MAKE A DIFFERENCE? 什么会真正起作用？

Leader to Leader Pub Date : 2025-08-08 DOI: 10.1002/ltl.20928

Sarah McArthur

引用次数: 0

DISTANCING: BE YOUR FUTURE SELF 保持距离：做未来的自己

Leader to Leader Pub Date : 2025-08-08 DOI: 10.1002/ltl.20917

David Marquet, Michael Gillespie

{"title":"DISTANCING: BE YOUR FUTURE SELF","authors":"David Marquet, Michael Gillespie","doi":"10.1002/ltl.20917","DOIUrl":"https://doi.org/10.1002/ltl.20917","url":null,"abstract":"Marquet (former nuclear submarine commander) and Gillespie (associate professor of psychology at the University of South Florida, specializing in organizational psychology) believe that “we are consistently and predictably biased when it comes to what we see and how we think. This shapes our behavior without us even realizing it. The core of the problem is the default lens through which we view the world is a first-person, egocentric perspective.” There are real-world consequences of relying on this perspective: “Planes crash, surgeries go awry, and companies go bankrupt when we humans become so engrossed in our immediate situation and our own capabilities that we miss critical cues and make flawed judgments.” However, we can choose the “self-distanced perspective. Self-distancing is a potent and underused superpower that we all have. We just need to learn how and when to tap into it.” They cite examples including how Jeff Bezos decided to leave a lucrative finance job in the 1990s to found Amazon, and how Gordon Moore and Andy Grove saved Intel in the 1980s with a “future-oriented reframe.” Research cited includes that of UCLA professor and author Hal Hershfield, and the idea of the “future self.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"19-24"},"PeriodicalIF":0.0,"publicationDate":"2025-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918746","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

THE MYTH OF NONPROFIT UNIQUENESS 非营利组织独特性的神话

Leader to Leader Pub Date : 2025-08-08 DOI: 10.1002/ltl.20922

Donald Summers

{"title":"THE MYTH OF NONPROFIT UNIQUENESS","authors":"Donald Summers","doi":"10.1002/ltl.20922","DOIUrl":"https://doi.org/10.1002/ltl.20922","url":null,"abstract":"The author, Founder and CEO of Altruist Partners, a global social impact advisory firm, describes how the thinking and communication of nonprofit executives and others is often flawed. He is a self-described advocate and supporter of the sector, and describes the myths surrounding nonprofits in order to foster better understanding of the sector. He notes areas where nonprofits are indeed different, such as in ownership structure and taxation, but also writes that “… organizational best practices around planning, execution, finance, culture, team building, compensation, governance, data, technology, marketing, branding, continuous improvement, etc., are as essential to nonprofits as they are to any other type of organization that brings together teams of people to earn and spend money to accomplish a goal.” He relates his teaching experience regarding nonprofits, and believes that more sophisticated networks of students and alumni are necessary to strengthen this sector. He concludes that “in this era of historic growth of inequality and rapid dismantling of the social safety net, the burden on nonprofits to provide services and solutions will only grow. It becomes an ever more urgent matter to also dismantle the cultural and practice barriers preventing nonprofit leaders from fulfilling their organization’s full promise.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"7-12"},"PeriodicalIF":0.0,"publicationDate":"2025-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918744","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

THE GOLDEN HOUR: YOUR SECRET FOR UNLOCKING SUPERPERFORMANCE 黄金时刻：开启卓越表现的秘密

Leader to Leader Pub Date : 2025-08-06 DOI: 10.1002/ltl.20915

George Pesansky

{"title":"THE GOLDEN HOUR: YOUR SECRET FOR UNLOCKING SUPERPERFORMANCE","authors":"George Pesansky","doi":"10.1002/ltl.20915","DOIUrl":"https://doi.org/10.1002/ltl.20915","url":null,"abstract":"The author, a business transformation specialist, compares superperformance to the golden hour—when we're in a flow state and performing at our peak. The late Mihaly Csikszentmihalyi wrote about the psychology behind this phenomenon in his tremendously influential 1990 book, Flow: The Psychology of Optimal Experience. “When we think about any leadership challenge,” the author writes, “it's important not just to focus on the things that are getting in the way of our success, but instead to focus even more on the things that are already helping us succeed.” He further describes “the prison of expectations,” and what we can “learn from the lean philosophy of management, which is an approach to eliminating losses in productivity by empowering employees.” He relates the value of questions: “You've got to ask,” he writes, “the right questions—not the obvious ones around what's wrong, or what you could improve. You need to ask questions that help you uncover the problems that your organization paid the price to learn.” Also, regarding the importance of questions: “I often ask teams, what is the cost of the troubleshooting we are doing? What are the constraints to driving change? What knowledge about the root cause of our success have we institutionalized?”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"77-82"},"PeriodicalIF":0.0,"publicationDate":"2025-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20915","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

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EFFECTIVE LEADERS MUST BE STRATEGIC THINKERS 有效的领导者必须是战略思想家

Leader to Leader Pub Date : 2025-08-06 DOI: 10.1002/ltl.20910

John Hillen

{"title":"EFFECTIVE LEADERS MUST BE STRATEGIC THINKERS","authors":"John Hillen","doi":"10.1002/ltl.20910","DOIUrl":"https://doi.org/10.1002/ltl.20910","url":null,"abstract":"The author has multifaceted experience as CEO of several companies, Board Chairman, decorated combat veteran, former US Assistant Secretary of State, and an award-winning professor. He discusses the importance of strategic thinking by leaders, but notes that this can be a difficult practice to learn and put into place. He provides a number of examples inside and outside the corporate world. He identifies the essential traits of strategic thinking: “Looking at the big picture, not focusing on the issues just in front of the organization. Casting one's mind forward to the longer-term challenges, not just the immediate crises or opportunities. And seeing patterns and connections in the ecosystems of one's market that will shape the future.” He offers 16 different benefits of having a strategy, including, in his words, support the vision and mission, making both possible by identifying the right goals and activities to achieve them; help create a distinct set of operational and support activities—and link them together coherently; and help make priorities, identify trade-offs, recognize dependencies, sequence actions, and allocate resources. He writes that a strategically oriented leader can “make sense of things by synthesizing and connecting systems rather than just analyzing and dissecting information.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"89-95"},"PeriodicalIF":0.0,"publicationDate":"2025-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

CORRECTION TO “CENTERING EMPLOYEE VOICES: A TRANSFORMATIVE APPROACH TO LEADERSHIP AND STRATEGY” 更正“以员工的声音为中心：领导力和战略的变革方法”

Leader to Leader Pub Date : 2025-08-06 DOI: 10.1002/ltl.20926

引用次数: 0

THE POWER MATRIX: HOW LEADERS CAN LEAD WITHOUT COERCION 权力矩阵：领导者如何在没有强迫的情况下领导

Leader to Leader Pub Date : 2025-08-06 DOI: 10.1002/ltl.20913

Dana Caspersen

{"title":"THE POWER MATRIX: HOW LEADERS CAN LEAD WITHOUT COERCION","authors":"Dana Caspersen","doi":"10.1002/ltl.20913","DOIUrl":"https://doi.org/10.1002/ltl.20913","url":null,"abstract":"The author, a conflict engagement specialist, mediator, and performing arts innovator, writes about the power matrix, with “power as a fluid, interactive force that exists in multiple forms throughout an organization.” She provides brief case studies, and identifies “eight key sources of power.” In her words, they are personal power, positional power, connection-based power, power of the status quo, resource power, informational power, moral power, and contextual power. Each of these sources are accompanied by a series of questions leaders should ask. She further outlines five practical steps for leaders: (1) “Map the power landscape,” (2) “Recognize and address power dynamics explicitly,” (3) “Design processes that integrate diverse power sources,” (4) “Create environments where the idea of building power together is the norm,” (5) “Build your capacity to use your own power constructively.” Building on these sources, she writes that “people on different sides of conflict can often work in concert to build power together that is greater than what each person or group could build alone.” She concludes that “successful and sustainable organizations need a broader view of power than win/lose. Power is not a zero-sum game, and endorsing power in others does not diminish our own.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 118","pages":"70-76"},"PeriodicalIF":0.0,"publicationDate":"2025-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144918662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0