Created: 14 September 2007 | Watched by: 17 people | Comments: 0 comments

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  Talking Out Loud 

  http://management.about.com/od/leadership/a/TalkingOutLoud.htm

  The following article is reprinted by permission from The Kossoff Executive Advisory , November 2005 / Volume V, Issue 7 by Leslie L. Kossoff © 2005 All Rights Reserved Okay, I admit it. I'm tired. Tired ... of hearing people say, "I thought of that" but never said so. Tired of the "I knew that would happen" refrain but no forewarning to the people taking action. And that's from the executives and business owners. From the managers and employees at all levels, I'm tired of hearing that they're so disgusted because things keep going wrong - and they know what's right - but they never say. So, I'm tired of both the words and the silence. And that has put me on a quest. In more conversations, meetings and memoranda these days I find myself saying, "Say it. Say it out loud." Frankly, it doesn't matter what "it" is. What's important is that people at all levels stand up for their knowledge, experience and beliefs and say out loud what they know or think. Before it's too late - because unless pe   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership

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  Laws of Leadership - Leadership Skills Survival Kit 

  http://sbinfocanada.about.com/od/professionaldevelopment/a/leadershiplawkb.htm

  I frequently tell executives that leadership and its concepts, theories and core applications haven't changed in a millennium. Some of our demographics may have changed. This forces us to use alternative ... applications of those concepts. But the basic leadership concepts and theories remain. So, why don't we "just do it?" Sometimes we aren t motivated. Sometimes the "time" just doesn't seem right. Maybe we simply forgot some of the leadership skills basics... hence this article. When I train companies and corporations worldwide on how to improve management and organization performance, I start off with these five laws new and experienced leaders should never ever forget. Kevin's Leadership Skills Training Survival Kit for New & Experienced Managers Leadership Law #1: Never delay a decision that must be made. Make your decision and move on. You may have to immediately make another decision. This doesn't mean your first one was wrong. It merely means that your second one had the benefit of   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership

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  Sonshi.com's Original Sun Tzu The Art of War Translation 

  http://www.sonshi.com/learn.html

  Sonshi.com's Sun Tzu "The Art of War" took over a year to complete. Countless hours were required to meticulously translate each individual character from the original Chinese text, cross referenced with ... six major English editions. Finally, an Art of War version you can feel good about reading! Tell a friend . A lso enjoy our translation using the auto scroller by clicking on any of the "S" items located to the right of each corresponding chapter below. A new window will open. To stop midway or when finished, close the window.   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  classical models of managerial leadership: trait, behavioural, contingency and transformational theory 

  http://www.infed.org/leadership/traditional_leadership.htm

  Exhibit 1: Gardner’s leadership attributes John Gardner studied a large number of North American organizations and leaders and came to the conclusion that there were some qualities or attributes that did ... appear to mean that a leader in one situation could lead in another. These included: · Physical vitality and stamina · Intelligence and action-oriented judgement · Eagerness to accept responsibility · Task competence · Understanding of followers and their needs · Skill in dealing with people · Need for achievement · Capacity to motivate people · Courage and resolution · Trustworthiness · Decisiveness · Self-confidence · Assertiveness · Adaptability/flexibility John Gardner (1989) On Leadership, New York: Free Press. The first problem is that the early searchers after traits often assumed that there was a definite set of characteristics that made a leader - whatever the situation. In other words, they thought the same traits would work on a battlefield and in the staff room of a school.   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  The Art of Engineering Leadership 

  http://www.automation.com/sitepages/pid1649.php

  If you’re an engineering techie, whether you’re a senior engineer or raw recruit, whether you’re an instrument technician or maintenance mechanic, you can enhance your job, your results – and your pay ... – by acquiring some leadership skills. We previously discussed the propensity for engineers to focus on details, rather than the overall, broad picture. And that's why too few engineers become leaders. I’d like to follow on with some positive ideas on what engineers can do to develop their own leadership skills. Understand the objectives A leader must understand goals and have the capacity to plan the steps needed to accomplish them. This does not imply trying to understand grand corporate objectives. It means projects and schedules within your own scope of work. And go beyond that, as far as you can: Who generated the need for this project? How was it budgeted? What are the maximum and minimum results expected? What is the real urgency? Success involves identifying the correct results re   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=254&articleID=75723EBE-B56F-8935-5E0DE8D46DE8C71C

  Recently three high-powered executives defected from supermarket chain Tesco. It was the latest and most pronounced instance of the ferocious battle for brainpower sweeping through the boardroom. Across ... the globe companies of all sizes are having to face the fact that in tough times survival and success depend on attracting, developing and retaining key staff. Companies, like countries, are realising that their future prosperity depends not only on natural resources or even on financial capital, but as Fortune Magazine noted recently, on human capital. “We’ve lost some good people,” Tesco said when three of the company’s senior people left, “but we’ve also recruited some good people. That’s what happens in companies of our size.” Where organisations have a strong team at the helm it can limit scope for others to move up and head hunters are quick to prowl for younger talent just below main board level with a good chance of a senior job with another concern. The battle starts at the top   [More...] [Less...]

  First added: 14 March 2008, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, project management

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  The Art and Science of Leadership 

  http://www.nwlink.com/~Donclark/leader/leader.html

  Soldiers patrol during a field training exercise in the final phase of the Primary Leadership Development Course in Kosovo. The course allows junior enlisted Soldiers deployed to receive the professional ... development training they need to become noncommissioned officers. - U.S. Army photo by Spc. Jorge Lozada.   [More...] [Less...]

  First added: 29 November 2007, by: Nick Slowe  [Report as spam]

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  Microsoft Word - VV&TA Program Management v7.doc [pdf]

  http://www.tipuake.org.nz/stories/program_management.pdf

  © Te Whaiti Nui-a-Toi , Author: Peter Goldsbury Adapted from that originally published in the 2004 PMI Global Congress Proceedings – Anaheim, California 1 Vision, Verbs and Tipu Ake Potent Visioning and ... Program Leadership Tools for growing Living Organisations Peter Goldsbury, Coordinator - Tipu Ake Team Abstract What can the exceptional performances of a tiny school and indigenous Maori community in the backblocks of New Zealand teach us about organisational visioning and real world program and project leadership? – Step outside the square and into their rainforest to find out. An organisation that confines itself to linear analytical processes to define its vision and manage the portfolio of projects it needs to move towards it, can struggle in the real environment of complexity, apparent chaos, interconnectedness, intense competition, change, uncertainty and ambiguity. Too often we treat organisations as a machine and try to micro manage at levels of detail far below the ambient noi   [More...] [Less...]

  First added: 2 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=172&articleID=FDFDCAE2-E455-4A70-B6932ED85B969F4D

  Engineers of the world – thank you! For over 100 years you have provided millions of leaders and management consultants with a highly structured methodolgy. Engineering is a formal discipline, and it is ... scientifically designed – and that’s how we have always looked at organisations. Engineering provides us with the clever, hard-edged kudos that psychology, sociology, philosophy and all other soft humanities have failed to provide us with. But I think it’s fair to say that the speed at which we have adopted this way of thinking without understanding the science behind it (and quite frankly without caring much for it) means that, while you’ve certainly helped us, we, on the other hand, have undeniably failed you. Management thinking to date has been directed at the wrong problem. Leadership literature’s focus on formal authority and organisational structures has been at the expense of what I call the ‘real organisation’ – the powerful network of informal relationships which doesn’t appea   [More...] [Less...]

  First added: 9 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leader, management, leadership

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  Performance, Learning, Leadership, & Knowledge Site 

  http://www.nwlink.com/~donclark/index.html

  To navigate this site, click on the above concept map for desired topic, use the content page , or click on the menu bar at the very top of this page. A door is what a dog is perpetually on the wrong side ... of. - Ogden Nash   [More...] [Less...]

  First added: 29 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  knowledge management, leadership, performamnce management