We know that diversity of thought and experiences makes good business sense. We know that organisations with women on boards perform better than those that don’t. More women in leadership would hopefully break down the unhealthy “boy’s club” culture that is endemic in many of our organisations.
He has a nice model that summarises their characteristics with some suggested approaches for managing or leading each one.. It’s worth the read as it makes some good points, and no doubt you’ll recognise teams you have worked (or work?) in.
This is why I do what I do. The impact of leadership – good and bad is so enormous.
The notion that a few extraordinary people at the top can provide all the leadership needed today is ridiculous, and it is a recipe for failure.
A wise man once told me that he was on display every second of every working day. What he did, what he said, how he interacted
There’s been plenty published on the insidious imposter syndrome and how it can play with your head with thoughts like those above.
Ultimately, it is more about the sorts of organisations we want to have going forward. What we expect of our leaders. What sort of culture we want to be known for. And whether we believe the evidence that the ways that we interact with each other impacts on how profitable, efficient and productive our organisations are.
It turns out that there are just two words that employees want to hear. Even in preference to a pay rise.
In part, pay rises are about recognition and reward. But we know that money is not the only currency that employees value. Flexibility and investment in skills and development are both areas that employees value over money.
It’s almost as though the boards make the calculation that the value/experience/brand that the CEO brings is worth more than the poor behaviour. That they can tolerate the poor behaviour because of their performance in other areas.
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