Articles Tagged With: "leadership"
I am pleased to annouce that I have just launched the Dashboard Simulations Blog where I will publish articles on the topics of Business Simulation Games, Informal Learning, Gamification, Experiential Learning and Game-based Learning. It comes pre-loaded with a number of articles the most recent of which is A team game engagement process which guarantees transformative learning.
When you are leading or facilitating any kind of collaborative business network or venture you need to know that these are very different kinds of team than you encounter inside organisations. These are "bioteams" so-called because each team has a life of its own and the normal team "command and control" simply does not work. To be successful you need to know The Ten Rules for herding cats!
The Discipline of Market Leaders (TDML) by Michael Treacy and Fred Wiersema (1997) equips the leadership of an enterprise with a choice of 3 strategies for competing in the marketplace - Customer Intimacy, Operational Excellence or Product Leadership. TDML says you must excel in one of these AND maintain minimum thresholds for the other two. Here is a little web-based management simulation which lets you to test TDML strategies virtually before betting your business on them!
About 18 months ago I listened to Andrew King give a fascinating lecture in London about his unpublished research into Baboon societies. Andrew explained how in the harsh environment of the Namib Desert dictatorship sometimes works better than democracy. Andrew's ground-breaking work has now been widely published and he kindly sent me some excellent links. There are many parallels with human teams, groups and communities!
According to Marcus Buckingham in his book The one thing you need to know mediocre leaders think of each of their team members as draughts pieces (interchangeable) but good leaders think of them as chess pieces (unique)...
BBC News reports on work by a team of Swedish researchers from the Karolinska Institute and Stockholm University which shows that "inconsiderate bosses not only make work stressful, they may also increase the risk of heart disease for their employees."
When Father Ted finds himself trapped with 7 other priests in Ireland's largest lingerie department he does not panic but appoints himself leader to rescue his colleagues from embarrassment. Enjoy leadership without formal authority in this short video clip (6 mins).
At certain times a team leader needs to facilitate rather than direct. However when a leader acts too much as a facilitator or a facilitator starts to try to lead a team you get problems. Enjoy what happens when the Red Dwarf crew get themselves in a real mess over this point.
Business veterans claim you cannot teach 'experience', but European researchers say you can. The team developed software that helps players acquire real-life skills and realistic experiences through game playing. But this game is no executive toy. The interactive software has caught the imagination of both business colleges and major enterprises.
Think Differently: Long-term success is not only determined by how well a company handles a downturn, but also by its foresight in preparing for the next upturn. In the midst of a recession, corporate leaders are often forced to restructure and control expenses, but those who focus only on the immediate crisis may be left behind when better times return.
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.
For a manager, whose only background is traditional monolithic enterprises, being put in charge of a virtual business network or a collaborative supply chain is like a fixed wing pilot trying to fly a helicopter without any training. With the extra degree of freedom and the lack of inherent stability involved there is only going to be one outcome unless that leader spends some time on a network simulator first. Here is a chance to build-up some solid flight training hours before you take-off in the real thing!
A few months ago I read the book "Leadership and Self-Deception". Then I became a friend of the Arbinger Institute, went through some training with them in London and may be involved with them in the future. So I suppose the book inspired me – here’s why! Guest book review by Mario Gastaldi.