Articles on Leadership Development

Building Tomorrow's Leaders

Articles

How to be a Real Leader
Polly LaBarre, Fast Company, May 1999.

Kevin Cashman advises leaders from companies such as American Express, Pillsbury, and Rollerblade. His message: "To be more effective with others, we first need to become more effective with ourselves."

Total Leadership
By Patricia Wallington

Few of us enjoy confrontation, but it's still a critical part of our jobs. This is no time to be squeamish - you need to have a plan.

Picture this: You are about to enter a meeting of the most senior executives in your company. You're going to propose a drastic reduction in the systems enhancement budget for each of their departments in order to fund some new development activity. You know they will hate this proposal. How will you handle the inevitable confrontations looming in front of you? I was faced with just this situation as the relatively new CIO in Xerox's U.S. Marketing Group in 1989. Later I'll share with you the strategy I chose and why it was successful in that situation. But first let's agree that confrontational situations make most of us uncomfortable, understand why confrontation is important in honing our leadership skills, and identify some strategies for successful confrontation and some things to avoid.

The Trouble With Mentors
by Harriet Rubin

Our correspondent seeks out the counsel of great men ( and women ) and learns a valuable lesson: The best advice to follow is your own.

Mentoring
Remind me -- Why are we doing this?

It's hard to 'get results' if no-one knows what the results should be...(As my mother used to say: 'If you aim at nothing, you'll hit it.' Typically Irish - it's not really meant to make sense, but it does...).

How do you make sure your program 'gets results'?

Leaders and Followers
Submitted by: Francisco B. S. Magalhaes

It is only natural that not everyone becomes a leader; however, those who follow will no longer accept old fashioned leaders, full of authoritative ideas and who impose new management techniques on others. They want leaders with well- rooted human values and who will respect talents and contributions given by others. They want to feel enthusiastic in all their actions.

People want leaders that can create an atmosphere of risk and creativity.. They reject intimidation or manipulation, and want to be recognized as an important part in these changing times.

The Voice of Experience
by Lucy McCauley and Christine Canabou

What's the best strategy for making it through a bad patch? The answer comes from 12 experienced business leaders who have been there, seen it, and made it through -- old pros who speak with the voice of experience.

Mentoring
Your Managers Don't Buy It?

When we're asked to help refresh or rejuvenate mentoring programs that are struggling to make an impact, the most common underlying problem is lack of clearly defined program goals.

The second most common problem is lack of buy-in by managers and supervisors.

Here are the top three reasons why this happens:

Rule #3: Leadership Is Confusing As Hell
by Tom Peters

You think the past five years were nuts? You ain't seen nothin' yet! It's only going to get weirder, tougher, and more turbulent. Which means that leadership will be more important than ever -- and more confusing ( see rule #3 ).

Brave Hearts
by Christopher Hoenig

LEADERSHIP GROWS FROM COURAGE AND INTEGRITY, and their seeds lie in everyone. These character traits are primarily learned, not innate. And no matter what your past or present, cultivating their role in your life can make your future bolder, more decisive and more successful.

You Maybe the One In Charge--But You May Be A Poor Leader - Leadership Mythology
by Gregory P. Smith

Leadership is probably one of the most talked about business concepts, but the least understood.

Leadership is about getting things done and helping people reach their potential. My experience has shown me that most places fail to unleash the potential of those working within their organization. The reason is they practice old-fashioned and out-dated leadership concepts--they practice leadership mythology.

The Secrets of Great Groups
by Warren Bennis

Personal leadership is one of the most studied topics in American life. Indeed, I have devoted a big chunk of my professional life to better understanding its workings. Far less studied -- and perhaps more important -- is group leadership. The disparity of interest in those two realms of leadership is logical, given the strong individualist bent of American culture. But the more I look at the history of business, government, the arts, and the sciences, the clearer it is that few great accomplishments are ever the work of a single individual.

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