One skill essential for every leader is to be very good at asking the “right” questions. It doesn’t matter if they are leading themselves, a group, or a whole organization.
Is Tony Hsieh out of touch with his employees? That’s one question you’ll find yourself asking after reading Roger Hodge’s update on Zappos’s organizational transition in The New Republic.
“Where is the spiritual value in rowing? The losing of self entirely to the cooperative effort of the crew.” — George Yeoman Pocock, boatbuilder, 1936 Olympic gold medal winner
Many people and a host of commentators instinctively recoiled at the callous management practices described in a scathing New York Times article last month about Amazon.
Paul Krugman, the Nobel Prize [winner] in economics, once wrote: “Productivity is not everything, but in the long run, it is almost everything.”
In 2009, James Zenger published a fascinating survey of 60,000 employees to identify how different characteristics of a leader combine to affect employee perceptions of whether the boss is a “great” leader or not.
While organizations could previously expand their market position over time, they now have to operate in a context in which changes occur at constantly increasing rates.
In business, it’s often the self-promoters who command attention. They think of themselves as ‘self-made success stories’-proud of what they’ve built on their own.
The best managers hire smart people to work for them. But what if your direct reports are smarter than you? How do you manage people who have more experience or more knowledge?
In the new book Team of Teams, McChrystal describes the lessons he learned (and applied) in Iraq and Afghanistan, as well as research and examples from other fields.