We are all under the demands of technological change. But what kinds of questions could leaders should ask when facing into these changes and AI in particular? Well with 2 minutes to spare that’s the question that this podcast addresses…
Daron Acemoglu in conversation with Matthew Taylor describes 2 different ways in which leaders can approach their workforces and organisations.
1) Don’t think of labour as a cost, something which can be reduced.
2) Instead amplify and enrich their
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Another great pod from Matthew Taylor (from the Forward Institute) who speaks to Lucy Parker, the co-author of ‘The Activist Leader’. A book which I’ll now have to read, provoking as the title might be. Especially given the hosts (welcomed) cynicism towards leadership/business books. Which just strengthens his own endorsement of this work.
Systems thinking and (major) societal change seem to be at the heart of the conversation. Whilst case studies of organisations can be a bit risky a quick
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I’ve just started Amy Edmondson’s latest book – Right Kind of Wrong: The Science of Failing Well. She’s arguably the go to expert on Psychological Safety.
I am liking the way she starts the book with definitions of failure and errors.
Failure is an outcome that deviates from desired results. E.g. failing to win a hoped for gold medal or over cooking dinner.
Whereas errors (or mistakes) are unintended deviations from pre-specified standards (such as procedures,
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In my first posting (last week) Cashman left us asking and answering Four Big Enterprise Questions. Circling through – purpose, vision, strategy & talent…
Purpose: The Big Why Question: Why Is It So Important That We Exist?
Vision: The Big What Question: If We Lived Our Purpose, What Can We Become?
Strategy: The Big How Question: How Can We Get There?
Talent: The Big Who Question: Who Will Get Us There?
Cashman, K. (2019). Enterprise Leadership: Five big resolutions
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“One of the toughest development challenges is to elevate a critical mass of talent from executive management to true enterprise leadership”. As well as citing the differences between executive and enterprise leadership, this short articles also describes the differences between controlling and creating. And of course rather than just thinking and behaving downwards, enterprise leaders must also make the critical and complex shift across – all functions, all geographies, all divisions, all teams and all customer groups.
Cashman presents
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This 1 hour webinar deals with one of the hottest (still) leadership topics – Psychological Safety. Furthermore it features 2 of the heaviest hitters on the subject – Dr. Amy Edmondson and Dr. David Rock. There were some useful links to threats, the SCARF model and hybrid working. As well as hearing more about the collaboration between the 2 of them.
It was a shame that Enterprise Leadership wasn’t specifically mentioned, so view this as a fairly
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Capra and Luisi (in their book The Systems View of Life: A Unifying Vision) talk about failing states. The parallels and what to look out for at a national and personal level are surprisingly similar. Addressing the interconnectedness of world problems they note that failing states include…
Loss of personal security.
Terrorism.
Civil conflict.
Disintegration of law and order.
But what if on a personal level we also experience…
Loss.
Terror.
Conflict.
Disintegration.
Everything is connected. The failing state is the last part of the connection prior to the potential unravelling of
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Somewhere in my surfing past this phrase became part of our teenage vocabulary – life’s a beach. I have always been drawn to it, simple but effective. Even if in later years I discovered that it was invented to counter – life’s a bitch.
For some strange reason it also created a degree of tension. It didn’t hold altogether true for me. Yes the beach brings us closer to Mother Earth, grounded, our shoes are off. In touch with the sand,
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I was inspired by the talkings and writings of Jamie Wheal and Adam Curtis on this subject recently. Describing the collapse of what we perceive to be benign authority – religious, political and corporate.
Scandals that have rocked our trust. Our privacy being used and abused. The giants dodging Corporation Tax. The manufacturers skipping on Compliance. Questioning motive. Being emotive therefore. The list goes on.
In some cases we can vote, maybe with our feet. But what does this call for? Simple, a
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If you’ve followed my work you’ll know that I am a big proponent of states versus skills. But as I’ve said before let’s not throw the baby out with the bathwater as skills still have their place. Often they are the foundation to one’s state. And if the pressure comes on we sink to our lowest form of training, so a strong base is still really important. So perhaps it’s worth looking at some of the skills we need to consider prior
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