19 February 2014

Leadership in the News





Are You Busy Building Sandcastles?
The John  Maxwell Company


Anyone who has constructed sandcastles knows how fragile they can be. Minutes after they're made, incoming waves swoop in to swallow them up and wash them away. Sadly, many leaders' legacies suffer the same fate. They diligently build an organization for years only to see it disintegrate as soon as they've gone.
There is no lasting success without successors. If you do not identify, equip, and develop a leader to carry on the work you have begun, then it's likely to unravel once you transition elsewhere. As Max De Pree has said, "Succession is one of the key responsibilities of leadership."  Click here to read more.




 The Secret to My Company's Fast-Growth: Cognitive Diversity 
Geil Browning


This marks the third straight year that my organizational development company, Emergenetics International, has landed on the Inc. 5000 list of the fastest-growing companies in America. And it's the fifth year in a row I've added a new office location. How did my company go from a desk in my basement and one phone line to this?
I can tell you about evolving products or smart investments or strategic risks that paid off. But really I believe it comes down to people. I have incredibly-smart, driven people who work at Emergenetics. But it's more than that. After all, many defunct companies were filled with plenty of brilliant people. The real distinction is that my people think differently.
Click here to read more.

How to Differentiate Great Leaders from Good Leaders
Jeff Immelt
 

Recently, I attended a memorial service for Dennis Dammerman, a retired GE executive and one of the very first people I interviewed with at GE 30 years ago. He was a mentor and friend to me and a great leader for GE.
Dennis was proof of the power of GE's meritocracy. He started at the bottom and worked his way to the top, ultimately becoming CFO and a vice chairman. He was tough-minded but fair; a great coach. He had excellent judgment and displayed calmness during crisis. He was loyal, and he loved his work. Simply put, he was representative of the best from GE.
GE is a company that takes great pride in developing leaders, like Dennis; and it is something I'm asked about often. People want to not only know about our philosophy for cultivating the next generation of leaders but also sometimes the more difficult question of how we differentiate among senior executives. How do you evaluate the talent at the very top of GE, or any other organization?  Click here to read more.

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