Think About How You Think
-- Dan Coughlin
Your thoughts affect your emotions, your energy level, your relationships, your performance, and the results that you help to generate in your organization. Slow down mentally so that you are aware of what you are thinking while you are thinking it. Notice what emotions your thoughts are generating. When you feel it is necessary, consciously change your thoughts in order to generate the emotions you need to have and the energy, relationships, and performance necessary to help your organization go to the next level.
© 2015 Dan Coughlin. All Rights Reserved.
Leadership, Culture and Entrepreneurship
-- Colin Coulson-Thomas
Many startups are transitioning to more flexible forms and portfolios of multi-locational teams and interconnected work-groups. People network, share insights, raise questions and address issues as they arise. As business startups expand and evolve and people within and across key relationships assume greater responsibility, actively participate in corporate social networks and become more intimately involved in decision making in increasingly open and democratic organizations, leadership requirements will change in terms of the number and type of those involved. Steps may have to be taken to identify, attract, engage and develop appropriate people.
© 2015 Colin Coulson-Thomas. All Rights Reserved.
Interview
The Role of Leadership Team in Building Startups’ Organizational Culture
Interview with Kevin D Clark and Cory R A Hallam
The interview was conducted by Ivaturi Murali Krishna
Creating a Learning Culture
in Startup Organizations
-- Ronald J Burke
There are obviously many benefits of learning to both individual learners themselves and to their employing organizations. Individuals become more ‘employable’ in that they are able to retain the jobs they now have as well as obtain jobs they desire and organizations get more adaptable and better performing employees. Managers and leaders are central figures in creating a learning culture, and making learning opportunities available to the employees. Startup ventures that create learning cultures are more likely to have engaged and vibrant employees who produce results contributing ultimately to the success of the startup.
© 2015 Ronald J Burke. All Rights Reserved.
Building an Organizational Culture:
The Experience of Startup Companies
-- Stephanie Jones and Riham Moawad
Once the corporate culture is identified, we need to work on and eliminate cultural barriers to performance. Cultural barriers could be miscommunication between staff, low motivation, deficient performance, lack of team spirit, misconception of organizational strategic objective, absence of clear individual business roles, and poor corporate image. Considering contemporary management practices, such barriers can be successfully overcome.
© 2015 Stephanie Jones and Riham Moawad. All Rights Reserved.
The Science of Creating the Right Culture
for Your Organization
-- Bob Murray and Alicia Fortinberry
One of the most important things that a management can do to encourage a new, and more productive, culture is to make it safe for people to experiment with new behaviors and new ways of working. Some of these will turn out to be less than optimal, and some will seem strange to the business leaders. But the increased feeling of autonomy and the often extremely beneficial ideas that come forth make it well worthwhile. For an enterprise’s leadership, this means letting go of some of the older management styles and working with the employees as a trusting team. We have found that this works even in businesses where there has traditionally been a high level of conflict between the management and the workforce.
© 2015 Bob Murray and Alicia Fortinberry. All Rights Reserved.
Surviving and Succeeding with the “Leadership Pearl Chain” Model: How to Identify and Develop Reliable Talent in a Complex World
-- Kai-Alexander Schlevogt
Leaders in different walks of life constantly need to search for innovative and effective ways of shielding their organizations from external and internal shocks—especially the fallout from ethical wrongdoings—and actualizing the full potential of their staff. In this endeavor, it is of paramount importance to cure problems at the roots instead of combating symptoms only. This paper suggests that movers and shakers can use the new “leadership pearl chain” model (a) to identify and grow leadership talent who can form part of their inner circle of followers, and (b) to develop themselves. Each of the following five “leadership pearls”, which form a chain, is vitally important and necessary: (1) technical competence, (2) critical thinking and decision-making skills, (3) people skills, (4) values, and (5) integrity and trustworthiness. Identifying one’s own leadership pearl profile and the profile of others, as well as benchmarking the individual scores against various pearl archetypes, is a precondition for designing effective developmental interventions.
© 2015. Dr. Kai-Alexander Schlevogt. All Rights Reserved.
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