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New Century Leaders

What kind of new world leaders should we expect?

Here is one magnifying and surprising solution. I believe we need to teach future business leaders that in our carbon and capital constrained world it is now mission critical to refine all the tools of business to compete on price, quality and social needs. Masters of business administration must also become masters of social needs – from avian and swine flu to energy and environmental matters. I believe this boils down to training to compete for resources and the best minds, while teaching some cultural restraint and leadership skills.


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About the Author

Bruce Piasecki is the President and Founder of the AHC Group Inc. (www.AHCGroup.com), which since 1981 has provided general management consulting and leadership benchmarking workshops for a range of corporate affiliates and clients. His latest book is The Surprising Solution: Creating Possibility in a Swift and Severe World. To read Bruce’s complete biography, click here.

A Better Brand of Leadership

Is leadership defined solely by results? Most of the flood of leader literature makes that assumption. Leaders get things done. They win wars, championships, fortune, fame. They cure sick teams, organizations, whole countries. Not by themselves, of course – we followers have a limited role, as foot soldiers, employees, voters, or, as Michael Jordan once memorably described his Chicago Bulls teammates, “my supporting cast.” But the leader is that (usually) charismatic individual who is somehow able to motivate or drive or carry his/her team to achieve an (often) unlikely goal. Conversely, the absence of significant achievement generally signifies a leadership-free environment.

Much of what we think about leadership follows from this original assumption. We think, for example, that the tougher the goal, the greater the leader; our most iconic leaders – the Pattons, the Lombardis, the Iacoccas – were somehow able to achieve the impossible. It is the magnitude of their achievements that make them great leaders, not their methods; who cares, in fact, about their methods, as long as they were able to get something of extraordinary importance done?


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About the Authors

David Esler and Myra Kruger are the authors of the book The Pursuit of Something Better. They combined their 30 years of corporate communication, human resources, and consulting experience into Esler Kruger Associates in 1987. Their consulting firm focuses on culture change, organizational surveys, and executive counsel in effective leadership. Esler and Kruger are based in Highland Park, Illinois.

Business Performance Assessment Program Best Practice 7 – Be Prepared from the Start

StrategyDriven Business Performance Assessment Program Best Practice ArticleBusiness performance assessments aggregate huge amounts of data in order to provide a very few high value insights. (See Figure 1: Data Refinement and Consolidation Model below) As an assessment progresses, evaluators often feel increasingly overwhelmed by the volume of data they must sift through, organize, and analyze. Time seems to slip away and pressure to find the key insights mounts; making the objective appear to be that of finding a needle in a haystack with only a moment’s notice. To be successful requires thoughtful, deliberate preparation.


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Management Observation Program Best Practice 6 – Observation Announcement Timing

StrategyDriven Management Observation Program Best Practice ArticlePhilosophically speaking, no one, including managers, should ever be afraid to have ‘the boss’ know or observe what he or she is doing. Being human, we naturally feel self imposed pressure to perform well especially when we are being watched. Subsequently, management observations will always make the conscientious employee at least somewhat nervous. When then does a manager announce that he or she will be observing an individual’s performance? In most cases, shortly before the observation begins.


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StrategyDriven Leadership Conversation Episode 2 – Profile of the Effective Leader

StrategyDriven Leadership Conversations focus on the values and behaviors characteristic of highly effective leaders. Complimenting the StrategyDriven Management & Leadership articles, these conversations examine the real world challenges managers face every day that are not easily solved with a new or redesigned process and instead demand the application of soft leadership skills to achieve a positive outcome.

Episode 2 – Profile of the Effective Leader introduces the profile of an effective by exploring the personal traits and behaviors exhibited by these remarkable individuals.

Additional Information

Click here to download a list of the principles, qualities, attributes, and competencies of an effective leader.

Final Request…

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