Post Tagged with: "Leadership"

 
  • 5 Widely Accepted Leadership Strategies That Don’t Always Work

    The smartest leaders don’t always apply the most widely accepted leadership approach in every situation.

     
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  • Oprah Winfrey on Career, Life and Leadership

    Oprah Winfrey on Career, Life and Leadership   During a student-led interview at Stanford Graduate School of Business, Oprah Winfrey shares seminal moments of her career journey and the importance of listening to your instincts. Winfrey also offers advice to students on how to find their calling: “Align your personality with your purpose, and no one can touch you.”

     
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  • Heroes & History: Lessons for Leadership from Tolstoy’s War & Peace

    Heroes & History: Lessons for Leadership from Tolstoy’s War & Peace   Stanford Graduate School of Business Professor Emeritus James March takes a look at the lessons of Tolstoy’s War and Peace for leadership, examining the limitations of heroic visions of leaders that Tolstoy exposed. The film uses the portrayal of leaders in War and Peace as a basis for raising questions about standard heroic stories of leadership. It explores some ways in which the complexities and ambiguities of history make standard narratives emphasizing the visionary role of leadership in history more mythic than real.

     
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  • Passion and Discipline: Don Quixote’s Lessons for Leadership

    Passion and Discipline: Don Quixote’s Lessons for Leadership   A retired professor of business, education, political science, sociology, and psychology – not to mention the author of six books of poetry – James G. March recently turned his attention to film. Nearly a decade after he last taught his landmark course Organizational Leadership at Stanford Graduate School of Business, March has translated part of it into the lecture-length film Passion and Discipline: Don Quixote’s Lessons for Leadership.

     
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  • Leadership: From Vision to Reality

    Leadership: From Vision to Reality   A conversation between LinkedIn CEO, Jeff Weiner and Naomi Simson, Founding Director, RedBalloon

     
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  • Why Current Profitability Model is Unsustainable By Dr. Bill DeMarco

      Why Current Profitability Model is Unsustainable By Dr. Bill DeMarco     Profitability is the gaining of advantageous returns on investments. When I began my career decades ago, there was some discussion about the role of service to customers, service to employees, and service to the community as a major if not primary purpose for a business’s existence. That was still the era of mutual insurance companies, multi‐generational company employers, and company dominated towns.   “Defined benefit” (DB) programs were real and highly valued. The past few decades have seen a shift to fundamentally profit­‐driven corporate models. Even mutual insurance companies, originally founded to perform some noble purpose for widows, orphans, and the general public, have almost all migrated to for­‐profit models. “Defined benefit” programs have given way to “defined‐contribution”(DC) programs, which derive the funds for “benefits” mostly from stock investments. In Ontario over the past twenty years, pensioners rarely receive pension checks from funded company plans, because companies mostly failed to fund their pensions by taking “contribution holidays” If in surplus; or in the case of solvency deficiency, they were allowed to amortize unfunded liability for up to fifteen years. (Ontario Pension Benefits Act, 1990), Ontario pension law was not significantly different from other North American jurisdictions. Companies that took this course of action hoped to achieve higher market evaluations, stock splits, and other market­‐related activities which would generate “money” over time, putting a happy face on quarterly and year‐end numbers. To illustrate this, I once had a major Fortune 500 company client which had a fantastic year­‐end in Europe, driven in no small part by the strength of the American dollar vis‐à­‐vis the German Deutschmark. Their European executives received large bonuses. In all these cases, irrespective of whether it was pension­‐related or not, we have examples of a “fools gold” model of what good performance looks like. Like a drug addiction, these companies over time failed to see what was happening until it was too late. The Fortune 500 company I mentioned, like so many others, was eventually sold off in parts. They all failed to recognize what really counted was truly growing the business through innovative new products, superior customer service, increased sales, constant happy returning customers and more effective operations; for companies with underfunded pension liabilities, this is particularly more important than the risky roll of the dice they too frequently engage in.   Governments in both the U.S. and Canada, responsible for overseeing the funding of contractually agreed to pension plans, allowed this, frequently charging an administrative fee for deferring funding company pensions, placing those fees into government operating funds. All of this has led to a domino effect, not unlike families today relying on borrowed money (credit cards, lines of credit, home equity loans, etc.)…it looks good in the beginning until it comes time to pay the bills, or the income line slows down.   In the early to mid 1990’s, it seemed to work well for everyone. These diverted pension funds initially […]

     
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  • Simon Sinek: Why good leaders make you feel safe

    Simon Sinek: Why good leaders make you feel safe   What makes a great leader? Management theorist Simon Sinek suggests, it’s someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility.  

     
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  • Leaders on Leadership: An Intimate Conversation

    Leaders on Leadership: An Intimate Conversation   Institute Chairman Mike Milken joins three icons in their fields for a discussion about long-term thinking in industry, markets, government, education–and life. When Howard Marks issues one of his legendary client memos, the rest of the investment world pays attention. Janet Napolitano has served as an attorney general, a governor and a Cabinet secretary, and she now leads one of the world’s great institutions of higher learning–the University of California system. And one only needs to have visited Las Vegas in the past several decades to get an idea of the influence of Steve Wynn’s boundless vision and relentless focus on customers. This intimate discussion will explore the qualities that have propelled each of these leaders to their positions of prominence.  

     
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