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Eli Goldratt’s theory of constraints can help leaders better pace and sequence change management programs.

There are a number of qualities that confident, servant leaders share. 

1. They Admit Being Wrong

The conceited leader that proclaims his position and disregards differing points of view is a leader that will have few followers, mostly out of fear and intimidation. Typically, they know they're right, and they need you to know it too.

But truly respected servant leaders are quite secure in admitting when they're wrong and made a mistake, or don't have all the answers. 

And they will back down graciously when being proven wrong. To them, it's more important to find out what is right than being right.

The overwrought claims—and actual promise—of the next generation of self-managed teams

A question like “Is there a better way?” is all it takes to start a ripple of action, innovation and fresh thinking that can change the world

How can an organization both exploit and explore? Managers, consultants, and academics around the world have long wrestled with this question. Some have responded by developing a concept known as “ambidexterity,” an organizational capability of fulfilling both managerial imperatives at once. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. There is a third, even more intractable problem: letting go of what made you great.

Managers exploiting current businesses develop mindsets based on what they have experienced in the past. Such mindsets become further embedded in systems, structures, processes, and cultures that are self-perpetuating. It’s hard for managers, especially those who excel in the current system, to explore new unchartered terrain. And even harder for them to notice that many entrenched mindsets have lost relevance in changing circumstances that require exploring for new businesses. Bottom line: Before you can create, you must forget.

Producing a good product or service today does not achieve sustainable success in the hyper-competitive marketplace. You cannot have a bad product or service, but a good product or service just keeps you in the game. The source of competitive advantage has moved from the "What" to the "How".

How you connect with clients

How you collaborate with employees

How you innovate

How you deepen loyalty

We cannot innovate and achieve progress and distinction without first building a foundation of trust. At least 7 out of 10 employees have disengaged from the business mission. The latest research from Gallup, Towers-Watson, and LRN clearly shows that the vast majority of organizations across the world are struggling with trust, inspiration, and significance.

How is it that Shackleton managed to provide the leadership to overcome mutiny and save all of his men despite the desperate nature of their predicament? 

What can we take from it that would be useful in business today?  I believe it came down to trust - the trust that Shackleton’s men had built in him, and the environment of trust that he created in his team.

There is a Trust Equation defined in the book The Trusted Advisor that shows the elements needed for trust to exist. 

It’s this: Trust = (Credibility x Reliability x Intimacy)/Self Orientation

In order to make sure employees remain engaged and develop professionally, leaders need to assess performance by checking in with workers — at least every now and again. 

To accomplish this, companies have traditionally reviewed employee performance on an annual basis. These performance reviews enable businesses to track employee progress, recognize hard work and achievements, and easily determine what compensation bumps are due. 

 

Machines are becoming self-repairing, self-adapting, or both.

La gestión del compromiso cobra un papel decisivo en tiempos de crisis ya que es en esos momentos cuando una compañía puede apreciar el éxito de contar con una

Some business pundits today believe innovation ignites better in startups than in large, established corporations. They believe big companies are weighed down by their own success, too invested in the past to create and execute new ideas. They say, “You can’t teach an old dog new tricks.” I disagree.

In fact, a lot of big companies have proven they are better positioned than emergent firms to create and execute innovation, however on-fire a startup may be. Consider, for example, Hasbro’s evolution from a product company in the 1990s into the brand experience powerhouse it is today by leveraging its core brands (for example, spreading Transformers across multiple platforms including toys, movies, theme park rides, television shows, digital gaming systems, and comic books; the venerable New York Times, published since September 18, 1851, reinvented itself in the digital age as New York Times digital; General Motors, in partnership with Lyft, plans to test a fleet of self-driving Chevrolet Bolt electric taxis on public roads to lead the transformation of the auto industry; and at barely two decades old, Google is a comparative youngster but has leaped from the web to the street with tangible new products, such as its self-driving car and betting on new technologies such as artificial intelligence and robotics.