In a previous post, I laid out the basic model for understanding the deep underlying knowledge that drives our lives which I’ve called our “Fundamental Organizing Principles.” These FOPs form the foundation for not only what we hold to be true, but also how we see the world around us and interpret what we think we see. Recent work in the area of understanding the human brain and outlined in several books reviewed on this site (Brain Rules and The Believing Brain) give credence to the proposed model.
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fundamental organizing principles, Leadership, Management, Shaping the Corporate Culture
Who among us would not like to make the world safe from terrible speeches, presentations and training sessions? A lofty goal indeed and Jerry Weissman has put together an outstanding book to help do exactly that. His book demonstrates exactly what he is indicating we need to be doing in our presentations. It is succinct, tells the story, makes it easy to see the overarching theme and keeps our attention on the subject.
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By now you know that Buffett’s heir apparent, David Sokol, has had to leave Berkshire Hathaway under an “ethics cloud.” As you would expect, there is much speculation around how much of this falls on Buffett and what he should be telling us about the incident. My view is that Buffett owns it all. Harsh?
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Berkshire Hathaway, Buffett, business ethics, Ethics, insider trading, Leadership, Lubrizol, Management, Sokol
Those who want the government to provide healthcare are right – and wrong. Those who want to turn things over to private markets are right – and wrong. And each “camp” is wrong to excoriate the other camp. Further, each camp is wrong for the same reason – they do not understand and do not practice systems thinking. They do not have their “minds wrapped around this problem” properly. Screaming at each other, sticking to tired old dogma and ideological positions is not helpful.
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Christiansen, Healthcare, Management, Opinion
One of the (many) attributes ascribed to great leaders is that they know who they are. They are sure of who they are being and it is very likely they have thought deeply about why they are so. Without that self-knowledge and confidence they would not be as effective in their leadership. They would be at the mercy of circumstances.
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fundamental organizing principles, Leadership, Management, Shaping the Corporate Culture
Nice guys finish last. The only reason for a business to exist is to increase shareholder value. As long as it’s legal, you can do it. If it’s not legal and the fines are less than compliance costs, you can do it. If you think you won’t get caught, you can do it. Caveat emptor. Enron, WorldCom, Bernie Madoff, Three Mile Island, Chernobyl, Fukushima. And lest you think it’s only business, check out the Federal Workers Unions, Teacher’s Unions and the Teamsters. And go ahead and name your favorite political scandal; Joe Wilson, Tom Delay, Charlie Rangel, Richard Nixon, Bill Clinton. The list goes on and on and on. How about the sports figures and scandals?
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Ethical Business, Ethical Corporation, Leadership, Management
As long as we continue to only use or heavily weigh our past experience to interpret the present circumstance, we will condemn our organizations and ourselves to staying “inside the box.” As much as I am tired of that old cliche of “think outside the box,” the sentiment is not only true, but critical to implement if we are to survive and thrive at work and in our personal lives.
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Categorical Thinking, Critical Thinking, Leadership, Management
Women are achieving more college degrees than men. Very young girls are doing better than very young boys in school. Look under the hood and you will find that this most recent recession was significantly harder on men than on women. Men, apparently, do not “re-tool” themselves very well. In the so-called “backward” countries, the population’s desire for a first born son is going way down. So what does this do for diversity?
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Gender bias, Leadership, Management, Opinion
I was speaking with a colleague the other day and he said something about wanting a change to take place in the company for which he works. After listening, I said, “You have to get out in front on this.” That started me thinking about our usual perception of leaders. Some times, it might be best to lead from behind.
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Leadership, Management, taking credit
In 1784 Immanuel Kant suggested that “Out of the crooked timber of humanity, nothing straight was ever made.” This quotation came to mind as I was reading several recent blogs discussing the sad condition of US business. Off the record, many CEOs of larger corporations fear for our country; research, operations and new facilities overseas. The ease with which we can now outsource pieces of our operation has even very small private companies outsourcing some “back office” functions, for example.
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Ethical Corporation, Governance, Leadership
