Leader to Leader最新文献_第6页

YOU ARE THE LEADER YOU ARE SEEKING 你就是你要找的领袖

Leader to Leader Pub Date : 2025-02-19 DOI: 10.1002/ltl.20888

Brian Solis

{"title":"YOU ARE THE LEADER YOU ARE SEEKING","authors":"Brian Solis","doi":"10.1002/ltl.20888","DOIUrl":"https://doi.org/10.1002/ltl.20888","url":null,"abstract":"The author, Head of Global Innovation at ServiceNow, discusses the concept of a mindshift, which he says “refers to a transformative change in thinking and approach, particularly in response to the 21st Century’s fast-evolving business landscape and the need for continuous innovation.” He contends that “team members who lead change have and will continue to come from all levels of organizations, often far beyond the C-Suite.” He further notes that “effective change agents collectively describe themselves as problem-solvers and critical thinkers. But they also differ in some traits. For example, some strongly identify as extroverts, others quiet introverts.” In learning how to earn and exert influence within their organizations, he found that change agents “formed strategic alliances, focusing on managing their teams well and building relationships with key decision-makers, eventually including those at the executive level, even those in the C-suite.” He also relates the importance of self-awareness and empathy, citing research carried out by organizational psychologist Tasha Eurich, and behavioral statistician Joseph Folkman. And the author makes the provocative contention that “it may sound cliché, but the essential difference between those who change the world and those who get stuck is that the changemakers take the first step and then the next and continue to forge ahead.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"46-51"},"PeriodicalIF":0.0,"publicationDate":"2025-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581951","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

LEADERS GETTING DIFFERENT: IT’S TIME TO UNLEASH AGENCY FOR INDIVIDUAL, TEAM, AND ORGANIZATIONAL BETTERMENT 领导者变得与众不同：是时候释放个人、团队和组织的能动性了

Leader to Leader Pub Date : 2025-02-17 DOI: 10.1002/ltl.20881

Frederick A. Miller, Judith H. Katz

{"title":"LEADERS GETTING DIFFERENT: IT’S TIME TO UNLEASH AGENCY FOR INDIVIDUAL, TEAM, AND ORGANIZATIONAL BETTERMENT","authors":"Frederick A. Miller, Judith H. Katz","doi":"10.1002/ltl.20881","DOIUrl":"https://doi.org/10.1002/ltl.20881","url":null,"abstract":"The authors [Miller- CEO of The Kaleel Jamison Consulting Group, Inc.; and Katz (co-creator with Miller of many key concepts in Organization Development)] examine and explain “individual and team agency.” Their definition: “Ensuring all people, of all roles, levels, tenure, and identities have the power, influence, and voice to make choices and decisions related to their jobs and the betterment of their organization.” In discussing the role of senior leaders within this context, they quote Christopher Del Vecchio, President and Chief Executive Officer/CEO of MVP Health Care; Rich Dewey, CEO of New York Independent Systems Operator (NYISO); Hal Yoh, CEO of Day and Zimmermann (D&Z); and Dr. Wendi Williams, Provost and Senior Vice President, Fielding Graduate University. In creating a culture of agency, the authors recount four key actions/steps for leaders; in their words: identify the need for greater agency; test organizational readiness for change; Create a FROM→TO Culture Vision; and Identify the New Narrative and Mindsets to Support the TO State. They provide seven “Senior Leader Self-Assessment Questions.” The final question is “To what extent do you, as a leader, foster an environment of interaction safety, individually and as a leadership team, in which people feel the freedom to speak up and raise tough issues?”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"20-27"},"PeriodicalIF":0.0,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581939","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

NAVIGATORS IN BOUNDARY-SPANNING ROLES: LEADERSHIP INSIGHTS FROM 12 INTERVIEWS 跨界角色中的导航员：来自12个访谈的领导力见解

Leader to Leader Pub Date : 2025-02-17 DOI: 10.1002/ltl.20874

Juergen Scherer

{"title":"NAVIGATORS IN BOUNDARY-SPANNING ROLES: LEADERSHIP INSIGHTS FROM 12 INTERVIEWS","authors":"Juergen Scherer","doi":"10.1002/ltl.20874","DOIUrl":"https://doi.org/10.1002/ltl.20874","url":null,"abstract":"The author, who has had an extensive career as a worldwide business executive and educator, discusses navigation, which in this leadership/organizational context means, in his words, the longing for finding bearings, for seeking sense and direction, and for steering toward safe harbors. The organizational actors in his survey come from Research & Development, Marketing & Sales, and Purchasing & Supply Management. A table provides additional information about the executives, including their organization, industry, and project. A second table provides vignettes from the interviews. He further describes, in his words Sensing—charting the course; Securing—enabling the journey; and Shifting—crossing the finish line. He writes that “matching the triangulated navigation process of sensing, securing and shifting, this skillset can be described by the triadic concept of head, heart and hands.” For instance, within the latter, “navigators personally stay on board, leading by example and with confidence, not taking their hands off until the task is accomplished in full.” He concludes that “considering the increasing volatility and uncertainty of the operating business context as well as the complexity and ambiguity of the respective tasks in boundary-spanning roles, it is high time for business organizations to enable, promote, and reward navigation.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"80-86"},"PeriodicalIF":0.0,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581938","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

USING TRUST AND BOUNDARIES IN LEADERSHIP TO ALLOW DIVERSITY TO BLOOM 在领导中运用信任和界限，让多样性开花结果

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20880

Sonja Betschart

{"title":"USING TRUST AND BOUNDARIES IN LEADERSHIP TO ALLOW DIVERSITY TO BLOOM","authors":"Sonja Betschart","doi":"10.1002/ltl.20880","DOIUrl":"https://doi.org/10.1002/ltl.20880","url":null,"abstract":"The author, who describes herself as Co-Founder and Co-Pilot of WeRobotics, “a global social impact organization that works to amplify the power of local expertise to multiply sustainable solutions for development, humanitarian aid, and climate,” which operates primarily in the Global South. She further states that “we co-create and co-facilitate the Flying Labs Network, a model for how a decentralized and bottom-up approach to localization can unleash the abundance of solutions that we need to confront the mounting challenges that face us all.” She says that, in terms of the “gifts of diversity,” the “common thread running through the 30+ years of my career has been my deep belief in the power of local. This means that the ones closest to the problem and/or customer are the ones who hold the key to the most fitting and effective solutions.” And in cultivating trust, and notes that “with the freedom to speak up and to try new things comes creativity and collaboration, and the diversity of ideas, backgrounds, and experiences comes alive in surprising and beautiful ways.” The author and her colleagues have learned that diversity is “essential for our success, the key factor behind creativity, innovation, and real change.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"33-38"},"PeriodicalIF":0.0,"publicationDate":"2025-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581626","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 FUTURE OF LEADERSHIP: NEURODIVERSITY IN LEADERSHIP TEAMS 领导力的未来：领导团队中的神经多样性

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20873

Ludmila Praslova

{"title":"THE FUTURE OF LEADERSHIP: NEURODIVERSITY IN LEADERSHIP TEAMS","authors":"Ludmila Praslova","doi":"10.1002/ltl.20873","DOIUrl":"https://doi.org/10.1002/ltl.20873","url":null,"abstract":"The author, a Professor of Graduate Industrial-Organizational Psychology at Vanguard University of Southern California, discusses the concept of neurodiversity within leadership, and how gradually the approach of leaders continues to change from one that has been predominately commanding to more empathetic and reflective. “Homogenous leadership teams,” she writes, “also lack the diversity of talent to meet the full range of leadership challenges and adequately fill the many types of new, emerging leadership roles – from Chief Wellbeing Officers to Chief Artificial Intelligence/AI Ethicists and Chief Data Officers.” She explains that “neurodiversity reflects the diversity in human neurobiological development, which may influence cognitive styles, emotional and sensory processing, mind-body connection, learning, specific talents and abilities, and more.” She further notes that “neurodiversity is a characteristic of humanity in the same way as biodiversity is a characteristic of nature.” Regarding teamwork, she notes that “diverse leadership teams that include the unique ability patterns of neurodivergent people will be critical to driving innovation and tackling complex challenges.” And: “Promoting a Culture of Holistic Inclusion is a cultural shift essential to creating neuroinclusive leadership pipelines.” Among the strategies are, in her words, normalizing human differences and removing narrow demands on personal characteristics.","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"39-45"},"PeriodicalIF":0.0,"publicationDate":"2025-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581627","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 “CONTINUAL LEARNING—THE KEY TO COMPETITIVE SUCCESS” 对“持续学习——竞争成功的关键”的更正

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20884

{"title":"CORRECTION TO “CONTINUAL LEARNING—THE KEY TO COMPETITIVE SUCCESS”","authors":"","doi":"10.1002/ltl.20884","DOIUrl":"https://doi.org/10.1002/ltl.20884","url":null,"abstract":"Pietersen, W. (2025), CONTINUAL LEARNING—THE KEY TO COMPETITIVE SUCCESS. Leader to Leader, 2025: 64–70. https://doi.org/10.1002/ltl.20866In paragraph 1, page 69, the text “An example comes from my work with the Girl Scouts of the USA in the early 2000s.” was incorrect. This should have read “An example comes from my work with Girl Scouts of the USA in the early 2000s.”In the author bio on page 70, the text “Willie Pietersen has practiced and studied leadership as a Chief Executive Officer/CEO of multibillion-dollar businesses, as a professor at Columbia University's Graduate School of Business, and as a consultant to some of the world's biggest and best-known organizations, from Ericsson and Johnson & Johnson to ExxonMobil and the Girl Scouts of America.” was incorrect. This should have read “Willie Pietersen has practiced and studied leadership as a Chief Executive Officer/CEO of multibillion-dollar businesses, as a professor at Columbia University's Graduate School of Business, and as a consultant to some of the world's biggest and best-known organizations, from Ericsson and Johnson & Johnson to ExxonMobil and Girl Scouts of the USA.”We apologize for the errors.","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"92"},"PeriodicalIF":0.0,"publicationDate":"2025-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20884","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581710","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}

引用次数: 0

LEADERS: LEARN FROM AI TO OVERCOME YOUR LOCAL MAXIMUM 领导者：向人工智能学习，克服你的局部最大值

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20875

Judah Taub

引用次数: 0

THE LEADERSHIP JOURNEY OVER A LIFETIME: HOW LEARNING MOMENTS CAN BE TRANSFORMATIVE 一生的领导之旅：学习时刻如何具有变革性

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20883

Garry Ridge

{"title":"THE LEADERSHIP JOURNEY OVER A LIFETIME: HOW LEARNING MOMENTS CAN BE TRANSFORMATIVE","authors":"Garry Ridge","doi":"10.1002/ltl.20883","DOIUrl":"https://doi.org/10.1002/ltl.20883","url":null,"abstract":"The author, Chairman Emeritus of WD-40 Company, reflects on his long career at the company, which started in sales and ended recently as CEO and Chairman. He notes an important question that he says is rarely asked: “How did you become the person who was equipped to do that?” He further notes that “If I can do it, a kid from the Sydney suburb of Five Dock, who left formal education at 16 because he’d rather learn first-hand how to sell stuff, I have to believe that anyone can do it.” Plain-spoken wisdom is dispensed throughout, including that “once you achieve a senior-most leadership role, however, you quickly realize that having your hands in all the functions of the enterprise is an inefficient use of your time and viewpoint from the more elevated position.” After becoming CEO, he read a transformative, life-changing quote from the Dalai Lama: “Our purpose in life is to make people happy. If you can’t make them happy, at least don’t hurt them.” He realized that he “wanted to create a workplace culture where people went to work every day happy in the knowledge that they would be doing meaningful work in the company of colleagues they liked, trusted, and respected.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"28-32"},"PeriodicalIF":0.0,"publicationDate":"2025-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581712","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

OUR FUTURE HINGES ON THE LEADERS WE FOLLOW 我们的未来取决于我们所追随的领导人

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20889

Sarah McArthur

{"title":"OUR FUTURE HINGES ON THE LEADERS WE FOLLOW","authors":"Sarah McArthur","doi":"10.1002/ltl.20889","DOIUrl":"https://doi.org/10.1002/ltl.20889","url":null,"abstract":"The author, Leader to Leader’s editor-in-chief, reflects on the devastating wildfires in the Los Angeles, California area and broadens this into a discussion on what it means to be a leader and a follower in today’s digital age. She notes that there are many definitions of the word leader, and that at the “most basic level,” there is a definition from a 1996 essay by Peter Drucker, which includes these words: “The only definition of a leader is someone who has followers. Some people are thinkers. Some are prophets. Both roles are important and badly needed. But without followers, there can be no leaders.” Yet, she notes that in today’s social media-based culture, the word “followers” has taken on an additional meaning, with many millions of “followers” for athletes, actors, and other “influencers.” She further relates that “it is important to note that according to Drucker’s definition, these Instagram celebrities are in fact leaders in this relatively new era we call the Digital Age.” And that leaders’ “exceptional performance is rooted in their motivation to develop those around them and their focus is less about creating and enlisting more followers and more about creating more leaders for our organizations, our communities, and our countries of tomorrow.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"4-6"},"PeriodicalIF":0.0,"publicationDate":"2025-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143582052","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

Leader to Leader Pub Date : 2025-02-16 DOI: 10.1002/ltl.20877

CB Bowman-Ottomanelli

{"title":"MICROCOURAGE©: A NEW PROCESS FOR LEADERSHIP","authors":"CB Bowman-Ottomanelli","doi":"10.1002/ltl.20877","DOIUrl":"https://doi.org/10.1002/ltl.20877","url":null,"abstract":"The author, CEO of the Association of Corporate Executive Coaches, contends that the “essence of courageous leadership contains elements of providing the space for inspiration, innovation, and creativity for others, where every individual feels empowered to step out of their comfort zone, voice their ideas, and use their initiative.” She discusses the seven steps of “Microcourage©️.” She describes the latter as “a process and also a philosophy, a mindset freeing us from disassociating ourselves from our accomplishments.” The seven steps are in her words: to exert; to explore; to examine; to express; to engage; to execute; to resurge. She discusses leaders who have displayed courage in the past, including Johnson & Johnson CEO James Burke during the 1982 Tylenol scare in Chicago. She also focuses on current courageous CEOs, such as Mary Barra of GM; Satya Nadella of Microsoft; and Jane Fraser of Citi/Citigroup. The author also examines “direct cases of courage as related to motivation”: Patagonia’s Yvon Chouinard; the former Prime Minister of New Zealand, Jacinda Ardern; and NVIDIA’s Jensen Huang. She notes that “as we look to the future, the need for leaders who are willing to take bold steps, make difficult decisions, and inspire their teams through courage and conviction will only continue to grow.”","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2025 116","pages":"52-59"},"PeriodicalIF":0.0,"publicationDate":"2025-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143581706","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