David Lee, Executive Director of the MSS Business Transformation Institute, uses Mozart in the Jungle to explain the study in the evolution of the leaders from the previous conductor dealing with a new reality to the new conductor trying to reach his potential as well as the potential of the organization he is leading. Looking at what it takes to be a leader in today’s exponentially changing environment, leaders must also look at the evolution of leadership. Lee covers a brief history of organizational development and the evolution of leadership theory, and how it relates to being a conductor of a symphony. Lee uses studies about command and control environments and how they affect productivity short-term and long-term. Ultimately, leaders account for at least 70% of variance in employee engagement scores. Lee highlights his personal stories of working with two different leaders and analyzes who would be a better fit for business in today’s complex world.
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Purpose Driven Strategy has become a prime topic of management in the last decade due in no small part to the popular books like Start with Why by Simon Sinek; Firms of Endearment by Raj Sisodia; Leading with Purpose by Mark Koehler; Purpose: The Starting Point of Great Companies, by Nikos Mourkogiannis; and the Progress Principle by Teresa M. Amabile & Steven J. Kramer. Executive seminars are held about it, business models are built on it, and consulting companies have established whole practice lines dedicated to it. This concept of Purpose Driven Strategy is a fundamental change to the approach expressed by Milton Friedman when he said: “There is one and only one social responsibility of business-to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game.” In a sense, it is a new type of Humanism where organizations don’t just work for their shareholders but for the betterment of all the stakeholders and the community at large. David Lee, Executive Director of the MSS Business Transformation Institute, explains how businesses are leading with purpose rather than profits and are becoming highly successful. This article shows businesses how to lead with purpose.
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Dr. Karen S. Walch, Partner at Clair-Buoyant™ Leadership, LLC and Co-creator of Quantum Negotiation Certification programs, explains how strong intention, reflection and discipline, Clarity, Congruence and Courage™ can serve as guardrails in the process of transforming fear into positive new outcomes.
If leaders want to progress, they must face the natural fear that disruption generates, and purposefully excavate their old beliefs in order to accelerate effectively through the adaptation to, and acquisition of, new mindsets and skillsets. This requires re-training our brains to forge clarity in the midst of the ambiguity often heightened in times of disruption. It also means allowing oneself to align, or be in congruence with, exponential thinking in the face of prevailing linear logic. Finally, it means embracing the leadership courage it will take to proactively drive the kind of transformation to thrive in disruptive and exponential times.
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Living in “exponential times”, your industry and organization exhists in a world where changes in technologies and aspects of your business model are disrupted almost daily. Dr. Karen Walch, Partner at Clair-Buoyant™ Leadership, LLC and Co-creator of Quantum Negotiation Certification programs, writes about how to survive as a company without all of the information about how the markets are changing. The previous education is not enough to yield sustainable results in today’s disruptive environment. Einstein makes the challenge clear: “The significant problems we face cannot be solved from the same level of consciousness that created them.” Walch explains the ways that companies and our minds can adapt in the face of these exponential changes in society. Walch asserts that leadership is about transformation, deep change that means shifting to higher levels of personal and organizational effectiveness.
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Karen Walch, Ph.D., Partner at Clair-Buoyant™ Leadership, LLC and Co-creator of Quantum Negotiation Certification programs, explains how traditional leadership development programs put growth as a linear progression, primarily building cognitive capabilities, adding new skills, and awareness of new work values anchored in an ever-widening scope of practice. Karen asserts that leadership growth is not as linear as we might think, and linear development is no longer enough. The building block and orderly structure of leadership development and transformation is not as practical in application given the seeming paradoxes that CEOs encounter in business: driving growth AND managing costs; delivering short-term AND long-term performance; executing AND engaging others at the same time. Karen teaches executives how to adopt this way of thinking in the face of constant disruption to catalyze innovation from within and become more effective leaders and decision makers.
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David Lee, Executive Director of MSS Business Transformation Institute, compares how planning in a complex organization is often like battling the waves of the ocean. Lee quotes Dwight D. Eisenhower, “In preparing for battle, I have always found that plans are useless but planning is indispensable.”
After organizations have started their new business, assessed the many options available, the landscape of business seems to change faster than you can change. Now you have many products across multiple markets and numerous partners and when you make a decision your competitors are countering. Forces you have no control over and seem far away are having major impacts on your business while opportunities you may never have considered are coming your way. Meanwhile, there may also be disruptors you cannot see or predict creating new types of competition. Lee, one of the leading instructors in PROSCI™ Change Management in the United States, shows how leaders can adapt in a complex world.
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