In the annals of history -- in our country and the world -- there are lots of examples of the majority doing wrong while leaders went along or did nothing. We are at this kind of moral crossroads in American politics.
The future of work calls for an overhaul of business and work design. Each company's needs are different, but the overall trend is moving away from 20th-century hierarchies to a wirearchy -- leveraging the power of networks and communities to organize work and responsibilities.
It is time we un-blurred the lines between government and business. If human rights and the ideal of equality and justice for all is the chief mandate of good government, it cannot allow the influence of industrial chiefs to favor their economic interests.
How many speeches have we all listened to wondering what the point is that the speaker is trying to make? How many times have we seen a chairman unable to draw together the threads of the discussion in a meeting? All too many, I suspect.
In today's business environment, where innovation, motivation and productivity are more needed than ever, this style of leadership is rapidly losing favor. Not for any "soft" reasons, but because it simply isn't effective at driving business growth.
I'm constantly seeking ways to help business owners and corporate leaders free themselves of certain day-to-day duties so they can grow their companies. Hence, delegation and having great teamwork are crucial.
In our Building Best Teams course, we all realized that we needed to learn, or re-learn, the language we used in talking to others in our team, in giving feedback to colleagues, and, when asked, to our boss.
CEOs of the largest companies in the world are well-positioned to be significant catalysts for positive social change. Unfortunately, doing so has traditionally not been a part of a corporate CEO's job description.
I think that today we undervalue experience. Perhaps not in the go-go businesses of Silicon Valley, where there is precious little experience available. But in the mature businesses -- oil, chemicals, minerals, etc.
Start-up employees have a different psychology and motivation than those in established firms. Joining (or founding) a start-up is an act of faith -- the conviction that an idea eventually can become a sustained commercial success.
When corporate executives become leaders of arts organizations, they must truly appreciate this difference in mission or they will come into severe conflict with their artists, staff and board members.