A leadership guide featuring step-by-step how-tos, Wall Street Journal stories and video interviews with CEOs. Here are seven lessons for leaders charged with leading their organizations through a crisis.
From BBC Capital – “Gone are the days when middle management was expected to lead troops into some territorial battle with rivals. Disregard the old command-culture favoured in the ‘80s. Abandon that tired business school mantra about always seeming to be the smartest one in the room… These days, it’s about collaborating, listening and treating more junior employees as equals. The prevailing culture for successful businesses now is a management structure that is flat, where the most junior associate has a chance to develop the next big idea.”
From CNBC.com – “Nationalism is on the rise in Asia, which is a serious issue because it shifts the rationality of actors from cost-benefit calculations from an economic and military sense towards a cost-benefit calculation ideologically,” Ruediger Frank, department head and professor of East Asian economy and society at the University of Vienna told CNBC.
From Knowledge@Wharton – “Barsade, Andrew C. Hafenbrack and Zoe Kinias — both with the department of organizational behavior at INSEAD — are the authors of “Debiasing the Mind through Meditation: Mindfulness and the Sunk-Cost Bias.” The paper, published in Psychological Science, explores how short meditation sessions can reduce the likelihood that decisions will be made based on information from the past that should have no bearing on the choice at hand.”
From Washington Post – “The decision last year by Yahoo and Best Buy to ban working from home or end flexibility programs was surprising not only because it seemed to go against current trends, but because study after study has shown that employees with flexible work arrangements tend to be healthier, happier, more productive — and even less likely to want to change jobs.”
From Leadership Challenge website – “Leadership is not about personality; it’s about behavior—an observable set of skills and abilities. And when we first set out to discover what great leaders actually do when they are at their personal best, we collected thousands of stories from ordinary people—the experiences they recalled when asked to think of a peak leadership experience.”
From BBC News “Nothing can prepare you for becoming a company chief executive, says the boss of US multi-national General Electric, Jeff Immelt. You might think that for those who have risen steadily through a company’s ranks, eventually reaching the top spot and becoming the boss might feel part of a natural progression. But Mr Immelt, who joined GE in 1982, says his 19 years’ experience counted for very little once he himself became chief executive in 2001. ‘I was brought up in the GE system and I went through a very public succession process – and really three days after I became CEO none of that mattered one bit,’ he says.”
Fresh Pick of the Day, May 19, 2014: “Does Breaking Bread Help Make a Negotiation a Success?” From Stanford Business Re:Think
From Stanford Business Re:Think: “People negotiating a deal commonly have a meal or two together. Sharing a meal seems a gesture of goodwill — after all, who’s going to fight in one sentence and then say, pass the sushi in the next? You might suppose, then, that negotiating while eating can only help bring good deals to fruition. Not so fast. While such thinking propels the lunchtime scenes everywhere from the Four Seasons in New York City to Chateau Marmont in Los Angeles, new research from Stanford Graduate School of Business calls it into question. Professor Margaret Neale and doctoral student Peter Belmi find that sharing food does help create more valuable deals in competitive negotiations. But in situations that are cooperative, such as when the two parties are friends, meal sharing reduces the overall value of the deal.”