By Professor Roger Gill
Theme 1 - Leadership, Vision & Mission
Define and communicate an appealing vision & mission for your organisation.
Theme 2 - Leadership, Shared Values & Corporate Culture
Identify, display, promote & reinforce shared core values as part of developing a strong organisational culture that supports the vision and mission.
Theme 3 - Leadership and Strategy
Develop and implement intelligent business strategies that are informed by core values, scenario planning, and the vision & mission for your organisation.
Theme 4 - Leadership and Empowerment
Empower your people to be able to do what needs to be done in the organisation.
Theme 5 - Leadership and Influence, Motivation and Inspiration
Influence, motivation and inspire your people to want to do what needs to be done.
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Tuesday, April 08, 2008
Sunday, March 18, 2007
something about teach and lead
"If you teach, they will not be taught.
If you lead, they will not be led.
So, teach without teaching.
And lead without leading.
That's the ultimate challenge
of a true master teacher & leader!"
- Kenneth Woo, 2007.
If you lead, they will not be led.
So, teach without teaching.
And lead without leading.
That's the ultimate challenge
of a true master teacher & leader!"
- Kenneth Woo, 2007.
These words of wisdom is even more relevant with today's great reliance on human capital assets for business sustainability and competitive advantage. Smart people dont like to be taught and led.. or at least they dont like to be seen that way.. but there're strategies to manage smart people. Use the above quote to trigger your thinking & reflective mind.. i'm still learning too.. Also, knowing is one thing.. to internalise it into yr DNA is another. ;-)
Sunday, February 25, 2007
authentic leadership
For the past ten over years, there has been a no of books, research and search for the key factors in a leader - leadership has been a foremost topic in business discussions on how to keep big corporations growing.
Fortunately or unfortunately, there isnt an answer! For me, i'm glad that this isnt a fixed formula for being a leader. Everyone is unique and everyone has their own set of strengths and weaknesses. We need different type of leadership for different kind of situation. Thus, i liken the idea of situational leadership.
And in HBR, authentic leadership is the answer after interviewing many CEOs and senior managers. What is authentic leadership? Well, based on the article's research, it seems to say that it has a lot to do with (i) great self-awareness, (ii) individual life story and (iii) genuine desire to help others.
I totally agree with the findings. In fact, self-awareness is similar with the teachings of Buddha on mindfulness. And genuine desire to help others is one of the cornerstone of Buddhism. i've learned that whatever we do, we should aim to do the three good - good for myself, good for others, and serve a greater good!
In addition, i've always believe in the power of people's past. People are shaped by their past. Especially some key events or incidents have great impact in peoples' lives.
In a nutshell, we dont have to live our lives trying to be someone else. Instead, we can still be great leaders by being ourselves. By being at ease and at peace with ourselves first, we will be able to grow much faster and better to help organisation and people grow.
At the end of the day, the motivation is unlikely to be of material value, fame and corporate position. It will more likely to be factors of spiritual, ethics and harmony.
[above writings were inspired and based on Harvard Business Review (HBR) Feb2007 article on Authentic Leadership]
[Above right is picture of , winner of Nobel Prize 2006. I've seen him speak on TV. Think he's really an example of authentic leader for helping the poor to stand up on their own feet.]
Fortunately or unfortunately, there isnt an answer! For me, i'm glad that this isnt a fixed formula for being a leader. Everyone is unique and everyone has their own set of strengths and weaknesses. We need different type of leadership for different kind of situation. Thus, i liken the idea of situational leadership.
And in HBR, authentic leadership is the answer after interviewing many CEOs and senior managers. What is authentic leadership? Well, based on the article's research, it seems to say that it has a lot to do with (i) great self-awareness, (ii) individual life story and (iii) genuine desire to help others.
I totally agree with the findings. In fact, self-awareness is similar with the teachings of Buddha on mindfulness. And genuine desire to help others is one of the cornerstone of Buddhism. i've learned that whatever we do, we should aim to do the three good - good for myself, good for others, and serve a greater good!
In addition, i've always believe in the power of people's past. People are shaped by their past. Especially some key events or incidents have great impact in peoples' lives.
In a nutshell, we dont have to live our lives trying to be someone else. Instead, we can still be great leaders by being ourselves. By being at ease and at peace with ourselves first, we will be able to grow much faster and better to help organisation and people grow.
At the end of the day, the motivation is unlikely to be of material value, fame and corporate position. It will more likely to be factors of spiritual, ethics and harmony.
[above writings were inspired and based on Harvard Business Review (HBR) Feb2007 article on Authentic Leadership]
[Above right is picture of , winner of Nobel Prize 2006. I've seen him speak on TV. Think he's really an example of authentic leader for helping the poor to stand up on their own feet.]
Subscribe to:
Posts (Atom)
Posts
