November 2011
The difference between management and leadership
We'd like to share this insight from Seth Godin with you all… as we think it speaks volumes!
'Managers work to get their employees to do what they did yesterday, but a little faster and a little cheaper.
Leaders, on the other hand, know where they'd like to go, but understand that they can't get there without their tribe, without giving those they lead the tools to make something happen.
Managers want authority. Leaders take responsibility.
We need both. But we have to be careful not to confuse them. And it helps to remember that leaders are scarce and thus more valuable.'
Please take a few minutes and join us for this month's virtual coffee at The Learning Cafe to:
- Indulge in double shots - new insights and ideas about business and learning
- Dine on some fine food - to fill you with new thoughts and ways to get better value
- People-watch - see what others are doing
- Pass comment or gossip - on current topics of interest
- Browse the magazines - and learn some new tricks of the trade
- Be inspired - by the thoughts and actions of others
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Delegation Delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom that you can confer on the other person. The more experienced and reliable the other person is, then the more freedom you can give. The more critical the task then the more cautious you need to be about extending a lot of freedom, especially if your job or reputation depends on getting a good result. Take care to choose the most appropriate style of delegation for each situation. Read more...
NZ Bus needed to bring in a new electronic ticketing system on all its Auckland routes. That meant 1,200 bus operators needed to learn how to work a very different set of equipment, so customers would enjoy a seamless changeover to the new system.
The company employs bus operators from a diverse range of backgrounds, often without English as a first language. Many were wary of the electronic technology required to make the new system work. To make the task even more challenging, there was no internal training team to shoulder the load. The Learning Wave would have to devise and deliver a comprehensive new skills programme from scratch, within a few short months. Read more...
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Leading Your New team Much of the advice about leading teams assumes that the team leader is in charge of putting the team together. But what happens if you inherit an existing team? Read more... Strategy Under Uncertainty
The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help. Read more…
Making Talent a Strategic Priority
The War for Talent never ended. Executives must constantly rethink the way their companies plan to attract, motivate, and retain employees.
Read more…
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