{"title":"THE CHANGING ROLES AND RESPONSIBILITIES OF CORPORATE BOARDS","authors":"","doi":"10.1002/ltl.20850","DOIUrl":"https://doi.org/10.1002/ltl.20850","url":null,"abstract":"","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"90-91"},"PeriodicalIF":0.0,"publicationDate":"2024-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165243","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}
{"title":"FORMULATING AND COMMUNICATING EFFECTIVE QUESTIONS","authors":"","doi":"10.1002/ltl.20851","DOIUrl":"https://doi.org/10.1002/ltl.20851","url":null,"abstract":"","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"92-93"},"PeriodicalIF":0.0,"publicationDate":"2024-09-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165244","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}
{"title":"PETER DRUCKER: MORE RELEVANT THAN EVER FOR TODAY’S LEADERS","authors":"Karen E. Linkletter","doi":"10.1002/ltl.20854","DOIUrl":"https://doi.org/10.1002/ltl.20854","url":null,"abstract":"<p>The author, Research Director of the Management as a Liberal Art Research Institute, has studied directly under Peter Drucker and has written books about him. In assessing Drucker’s work and legacy in a context for today’s leaders, she notes that he “was shaped by the disruptions of World War I, the rise of Nazi Germany, the Great Depression, World War II, and the growth of the United States as a post-war industrial powerhouse. Given the degree of uncertainty he experienced in the first 35 years of his life, it is not surprising that Drucker sought a path to navigate the rough waters of instability and change.” Regarding his personal/career longevity, “his devotion to lifelong learning and his genuine interest in the lives of so many people helped him produce timely and important work well into his eighties and nineties.” She further discusses Drucker’s work as a social theorist, in management as a human activity, evolving views on leadership, the knowledge society, innovation, the public sector, technology, and the future. Regarding the latter, “decisions regarding advancement must be made with an eye on social costs and benefits, the limitations of technological innovations, and the historical, social, and cultural context of technological innovation.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"7-13"},"PeriodicalIF":0.0,"publicationDate":"2024-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165181","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}
{"title":"IT IS THE QUALITY OF OUR CHARACTER THAT DETERMINES OUR PERFORMANCE AND RESULTS","authors":"Sarah McArthur","doi":"10.1002/ltl.20857","DOIUrl":"https://doi.org/10.1002/ltl.20857","url":null,"abstract":"<p>The author, <i>Leader to Leader’s</i> editor-in-chief, examines the rapid changes in today’s society, and how leaders react to and lead through these changes. She nods to the ancient Greek philosopher Heraclitus (c. 535–475 BC), and begins with a quotation from former Ford Motor Company CEO Alan Mulally. She also quotes from <i>Leader to Leader</i>’s founder, Frances Hesselbein, in her 2005 column “The Leaders We Need”: “In the end, it is the quality and character of the leader that determines the performance, the results.” An important distinction in how leaders adapt and lead through change is to not compromise our values and ethics for the sake of expediency. Recalling one particular example drawn from a story told by a client about someone they had coached, McArthur writes, “Yet, in the end, the leader chose to bend just a touch to meet goals and stay employed rather than to live the values agreed upon by the leadership team and committed to by the entire company.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"4-6"},"PeriodicalIF":0.0,"publicationDate":"2024-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165723","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}
{"title":"THRIVE THROUGH EXTERNAL UNCERTAINTY BY BUILDING INTERNAL PREDICTABILITY","authors":"Rebecca Homkes","doi":"10.1002/ltl.20853","DOIUrl":"https://doi.org/10.1002/ltl.20853","url":null,"abstract":"<p>The author is a high-growth strategy specialist, CEO advisor, and a Lecturer at the London Business School. She discusses various angles of strategy and decision-making within organizations, and notes that “the future is uncertain because it is nothing more than a series of events that may or may not occur.” Areas discussed and outlined, in her words, are: Context: I know what we are trying to achieve and why it matters; Agility: I know where decisions take place; Reliability: I can rely on others to do what they say they will do; and Execution: When I adapt, it is recognized and rewarded. She notes that “a good commitment has five characteristics that make up the initialism: AEIOU.” The five are, in her words, active (actively negotiated in a conversation or discussion (not sent as a command in an email); explicit (absolute clarity on who is going to do what); intent-based (linked to the organization’s strategy and top priorities); open (communicated with transparency, not made in a side conversation); and understood (both parties agree to do it, sign up to the commitment, and understand what they are signing up to).</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"48-54"},"PeriodicalIF":0.0,"publicationDate":"2024-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20853","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165661","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}
{"title":"BREADCRUMB LEGACY: THE EVERYDAY IMPACT OF OUR ACTIONS, DECISIONS, AND BEHAVIORS","authors":"Jann E. Freed","doi":"10.1002/ltl.20849","DOIUrl":"https://doi.org/10.1002/ltl.20849","url":null,"abstract":"<p>The author, professor merita at Central College, writes about her concept of breadcrumb legacy, including that our legacy is formed by our day-to-day actions over a long time period. She notes that in her interviews, “along with my own research and experiences working with leaders, drove home that legacy, much like leadership, is all about conscious impact, and living how you'd like to be remembered. But not in the way that you might think.” She draws on various examples, such as Robert Glazer, founder and CEO of Acceleration Partners; Sounds True founder Tami Simon; leadership adviser/authors Jim Collins, Stephen R. Covey, and Sally Helgesen; developmental psychologist Erik Erikson, psychotherapist David Richo; and authors Studs Terkel and Rob Salafia. Freed writes that a “leader’s legacy also includes how well the leader builds capacity for the organization to thrive after the leader has left. While some may call this succession planning, it is the mindset of any good steward and servant leader.” She concludes that “since leadership is a relationship, not a position or title, thinking about how we want to be remembered can positively impact all of our relationships. Call them <i>strong skills, brave skills</i>, or <i>leadership superpowers–breadcrumbs</i>.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"84-89"},"PeriodicalIF":0.0,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165755","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}
{"title":"BUILDING AN AI COMPACT TO UPHOLD ARTIFICIAL INTEGRITY","authors":"Hamilton Mann","doi":"10.1002/ltl.20855","DOIUrl":"https://doi.org/10.1002/ltl.20855","url":null,"abstract":"<p>The author is Group Vice President of Digital Marketing and Digital Transformation at Thales, and a Lecturer at INSEAD and elsewhere. He discusses a concept he originated, Artificial Integrity. This involves how society can build fair, just, and equitable principles into the fabric of artificial intelligence, as the latter continues to move and evolve at lightning speed, in ways most people cannot understand. He describes his holistic framework of principles “for continuous vigilance and collaborative efforts in shaping AI’s role in society, ensuring it contributes positively to human progress.” He details 17 different principles, which “provide a framework aimed at establishing a global, constitution-like foundation to govern AI.” They are, in his words: Protection of Human Identity and Dignity, Safety and Well-being, Obedience to Human Orders, Transparency and Explainability, Confidentiality and Data Protection, Regulation and Human Decision-Making, Responsibility in Case of Failure, Self-protection and Updating, Shared Responsibility, Fairness and Inclusion, Protection of Meaningful and Significant Jobs, Ethical and Cultural Respect, Environmental Impact, International Collaboration, Respect for State Sovereignty, Economic Incentive for Societal Development, and Education and Awareness.</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"77-83"},"PeriodicalIF":0.0,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165754","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}
{"title":"RE-ORIENTING LEADERSHIP COACHING FOR SUSTAINABLE EFFECTIVENESS","authors":"Phil Renshaw, Jenny Robinson","doi":"10.1002/ltl.20845","DOIUrl":"https://doi.org/10.1002/ltl.20845","url":null,"abstract":"<p>The authors note that their “personal experience, client conversations, and research has led us to identify and highlight two critical issues where we see organizations consistently making serious errors that hold back the development of their leaders, waste money, and restrict the potential for longer term and sustainable effectiveness.” They note that organizations spend a considerable amount of money on outside coaching, yet this may not always be beneficial or cost-effective for those organizations: “The first step,” they write, “is to understand when “a coach” can and can’t help. The second is to understand the difference between “a coach” (in other words a professional coach, or someone following such an approach) and leaders-who-coach. As a result, organizations can make the most of their coaching dollars, and their people.” They further clarify that “to determine when to use a professional coach, we use a simple question to address whether such coaching is a worthwhile endeavor: <i>Does the executive need to develop and challenge themselves or do they need tools to function within their organization</i>?” They conclude that solutions involve “creating leaders-who-coach who, as a result, will gradually enable a change in the underlying systemic issues.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 114","pages":"34-40"},"PeriodicalIF":0.0,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142165752","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}