Bottom-line, your playbook must account for change and disruption. In a sense, the surest way to keep your playbook flexible is to always look for ways to innovate. Innovation is often treated like a buzzword in business
Why does one business achieve unprecedented success while its equally matched competitor fails? The truth is, success is largely determined not by your products or prices, but rather by the way you run your business.
All of us must lead amid chaos, yet some succeed and others fail. That is because some leaders take this chaos and dance with it, learn from it, and adapt to it, but many of us take this chaos and unwittingly create more chaos.
I take a contrarian view of leadership: I don't believe in leadership styles. Despite the many books written about leadership styles, I would argue that we are not capable of leading in ways that conflict with who we are. In other words, we can't be someone we are not.
Also Apple's CEO Tim Cook should develop his own personal founder's vision as a guiding principle. Especially, if he wants to project a company vision that communicates to employees, shareholders and clients a credible and promising future.
The goal of team members and colleagues is to add value, skills and expertise. Managers can and should enable and even unleash their people, but they cannot control them. I am not the boss of my team, but I am available for feedback and input.
The article is designed to make not only its readers feel bad, but also some of the CEOs included in it. Just think how awful Unilever CEO Paul Polman must have felt when he realized his 6am rising time is simply not good enough.
The popular belief was that Texas Children's Hospital was preparing itself for a monumental waste of money and effort. But in the back of my head I remembered what Wayne Gretzky had said, "skate to where the puck is going to be", and I was doing just that.
The combination of popular anger, government action and backing from leading CEOs is creating a tipping point: There is now no shortage of good intentions in the fight against corruption, nor of proposals for action.
What does Microsoft need? Probably not a vision. It needs a strong manager, who is slightly left-of-center and willing to break the rules, but has credibility with important constituents (i.e., software engineers).
On the surface, having a glass of wine and painting a pretty picture may seem kind of silly for a staff of adults at a business services agency to partake in. But dig a little deeper and you'll be able to see how it really does help to benefit your company.
My recommendation for your organizations success is simple. Find a captain for your culture ship. Make that person part of your C-suite. Then empower him or her with all the resources they need to leverage the full potential of your people.