Adaptive leaders embrace failure. Adaptive leaders provide platforms that enable experimentation, learning, and opportunities to reflect on both success and failure.
Adaptive leadership is not about authority. It is about instilling a sense of responsibility for the organization across the entire workforce.
Read MoreTalking with Stig Panduro - Cloud Business Development Director at NetApp.
Cloudy with a chance of change!
Read MoreAdaptive leaders need to be able to change direction quickly based on a rapidly changing environment. Therefore, adaptive leaders need to be able to observe what is happening and make interventions when needed.
Read MoreAdaptive leadership is knowing what to do, when you don't know what to do. Adaptive leaders learn through experimentation and manage the context, not the instruction set. They cultivate a diversity of views to generate a wealth of options. They lead with trust and respect and provide autonomy.
Read MoreIncreased productivity is a direct result of delegation and trust. Employees not trusted by their manager will be less productive and more likely to leave the organization. Employees who feel trusted are higher performers and go the extra mile to get things done.
Micromanaging employees will not result in engagement. Rather the opposite will occur. Disengagement is costly. Employees who are trusted and allowed to self-manage will be engaged. Employees need autonomy and support.
Read MoreI was recently interviewed by Brian Hampton - co-founder and CEO of ChangeNerd Community.
ChangeNerd is on a mission to bring diversity of thought and empowerment to professionals focused on people and enterprise change.
Read MoreDelegation and trust sparks creativity. Creativity is vital for business growth.
Passion is an outcome of delegation and trust. Passion in the workplace is important because passionate workers strive to do better.
When employees have distributed power, autonomy, clear objectives, and trust, they also have a sense of purpose.
Read MoreJames Gander turns the tables on Karen and discusses organisational change management.
Read MoreWhen leaders delegate and trust, leadership becomes based on knowledge. Trust overcomes the tendency for people to keep knowledge to themselves believing that it gives them a position of power in the organisation and allows for the discovery and sharing of knowledge possessed by the whole of the organisation.
Giving up control fosters collaboration. It allows for collaborative innovation and experimentation. Information can be shared across collaborative networks in ways that wouldn’t work in hierarchical command and control environments.
Read MoreTalking with Paul Phillips. Founder and CEO of Xeperno.
Exploring the IT and ITSM technology landscape.
Read MoreWhen we delegate and trust, employees come to work and say ‘Game on!’
Motivation will happen when employees are allowed to solve their own problems, and create their own aspirations and expectations.
Read MoreNow that we have climbed the ladder from command and control to delegate and trust, we can start to reap the benefits. Innovation is crucial to a business being able to bring new and improved products and services to the market and be profitable.
Read MoreAre you a TITO manager or a TITO leader?
The focus of a TITO manager is Time In The Office.
The focus of a TITO leader is Trust In The Outcomes.
I have worked with both
Read MoreA little knowledge is……
Talking with Aprill Allen about knowledge management and self help. Pitfalls, challenges, opportunities and the future.
Read MoreIn a world of constant change, experimentation is critical. Innovation cannot exist without experimentation. Experimentation is at the core of the success of organizations such as Amazon, Starbucks, and Google. Some experiments work while others don’t.
Read MoreLeadership is not the right of a few but the responsibility of all.
Organizations that distribute power have new leadership practices that do not rely on the effectiveness of a few but the effectiveness of the formal and informal networks across the organization. Leadership can be spread across individuals and teams. Those not in a ‘formal’ leadership role can still be leaders.
Read MoreTalking with Robert Bull about lean thinking. What is operational excellence and what does LEAN really look like.
Read MoreLeaders need to work diligently to build a culture that embraces constant change, delegates decision making, avoids the unnecessary bureaucracy brought about by hierarchy, trusts people to do the right thing, encourages collaboration, experimentation and creativity. This culture provides psychological safety where there is no negative consequence for ‘having a go’. Experimentation and risk taking is encouraged within provisioned guardrails or principles.
How do leaders bring about that sort of transformational change?
Read MoreMany organizations now finding themselves in what is being termed the ‘fourth industrial revolution’ are looking to technology to drive the organization forward.
They want to take advantage of technology including machine learning, real-time data analytics, robotics and artificial intelligence.
One would think that with the enabling technologies for things such as artificial intelligence and machine learning being more readily available and affordable there would be a mad rush to embrace these new capabilities.
Read MoreEmployees want clear direction from leadership but they also want freedom accompanied by loose guidelines and direction. Therefore, leaders need to relinquish control. Distribution of power throughout the organization and reliance on decision-making from those closest to the action is of extreme importance.
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