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Redefine the work of leadership

“There is a need to move beyond the heroic model of leadership—because most leaders aren’t, in fact, very heroic.”

The era of the all-wise, all-powerful leader-as-decisionmaker is over. Leaders must become savvy social architects—individuals who are capable of building environments that engender extraordinary accomplishment. To make this transition from “command and control” to “motivate and mentor,” organizations need to develop leaders who are capable of building commitment and alignment without resorting to the traditional tools of bureaucratic control. The goal: an organization filled with leaders who lift everyone up.

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LiveOps is the only contact center (call center) leader focused on providing the full platform, applications, and talent in the cloud.  Consumers increasingly expect on-demand information and con
Story by Sanjay Mathur on December 9, 2011
‘Going to work’ used to mean showing up at the office where your manager would tell you what to work on that day and closely monitor your progress. This is obviously no longer the case.
A decade apart and a continent away, two stories in dramatically different settings reinforce the idea that “leaders everywhere” is a universally applicable construct.
A leader has two main responsibility.1. Establish his/her vision and communicate it to the organisation's community.
Story by Ghislain Demers on April 2, 2014
Whirlpool Corporation has a very sophisticated talent management process, using traditional talent pool tools such as the 9-Box to rate and calibrate top talent.
Story by Nancy Tennant on October 30, 2013
James Carse, in his great book, Finite and Infinite Games, suggests,There are at least two kinds of games.One could be called finite, the other infinite.The finite game is played
Hack by Max Shkud on June 28, 2013
Co-Authored By Bill Veltrop
Retention of people who think differently is tricky in traditional-thinking organisations where traditional-thinking managers continuously recruit into their own image.
Barrier by Heidi De Wolf on May 3, 2013
This entry tells the extraordinary story of how a small group of trainee clinicians, young leaders and improvement facilitators from within the National Health Service (NHS) of England created a call
Story by Helen Bevan on June 14, 2013

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