Tag Archives: management

The leadership blind spot that’s killing your business

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by Gretchen Fox

There’s a dangerous black hole in your organization, and if you are in the C-Suite you don’t even know it exists. Whether you realize it or not, you have a leadership blind spot.

This black hole usually exists either right below your nose or two rungs down and, day by day, it’s sucking the life right out of your business.

Before I can shed light on this hole you are missing, I need you to understand something very, very important: You are not going to be able to lean on your go-to staff right below you to help you solve this. Not yet. Not until you get an awareness of it yourself. If you don’t understand the issue first, you will remain locked in the blind spot. I’ll explain why momentarily. Continue reading →

The leadership ‘X’ factor that can fix any business

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By Mike Myatt

Businesses don’t fail – products don’t fail – projects don’t fail – leaders fail.

I have little use for leaders who can effortlessly call upon the right clichés and buzzwords in conversation, but fail to put into practice what they so frequently wax eloquent about. Words matter; but they matter more when put into action, when they become real, when they make a difference. If you’re a CEO prone to rambling on about culture, only to be blind to the reality of the culture you’re stewarding, today’s column is written just for you. Continue reading →

The Need for Entrepreneurial Leadership

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by Randel Carlock

Entrepreneurship is not just for startups. It’s a lens through which all organisations should view strategy and leadership in the 21st century to address societal problems.

Management theories come about in response to particular problems. At the turn of the 20th century, the most notable organisations were large and industrialised and carried out routine tasks to manufacture a variety of products. This led Frederick Taylor to develop the scientific management theory, which advocated optimising tasks by breaking big complex jobs into small ones, measuring what workers did and linking pay to performance.

Management practice of that era was designed to seek out efficiencies, improve productivity and make “the trains run on time.” Theory started to evolve by the 1930s, when unions began to reject the dehumanising effects of earlier practices. This formed the beginning of the human relations movement when researchers started realising that treating people nicely was even better for productivity. Continue reading →

Senior Executive- Mortgage BPO

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The Senior Executive will be responsible for performance of Credit Services- including sales, revenue and profitability. The currently business is $200+M in revenue with plans to grow to over $300M by 2018.
This person would be responsible for the following:
o  Driving growth across growth platforms and be accountable for strategic metrics such as client penetration and contribution to geographic market share growth
o  Contribute to coordinating and driving the ongoing sales reengineering and pricing transformation programs necessary to win in the marketplace.
o  Assist with the implementation of industry programs at the regional level and support geography-based programs directly impacting large market-maker sales, foundation clients and regional/global clients.
o  Serve as a thought leader in the industry by helping to shape a vision of the future of mortgage, servicing, commercial credit, and commercial real estate and lease administration Continue reading →

“Leadership qualities” vs. competence: which matters more?

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Sarah CliffeBy Sarah Cliffe

There’s sometimes a disconnect between how we talk about leadership qualities (we tend to use words like authority, power, and emotional intelligence) and what we actually require from the people leading teams and other working groups (arguably, competence and a deep knowledge of the specific work that needs to get done).

In a forthcoming Journal of Applied Psychology article, researchers from Stanford and Erasmus University explore which set of qualities matters most to team performance. The paper also looks at when power differences contribute to team success, and when they damage it.

I spoke with Stanford’s Lindred Greer about the research; an edited version of our conversation appears below. The other authors on the article are Murat Taraki (lead author) and Patrick Groenen, both at the Rotterdam School of Management. Continue reading →