Reward System Surprises
Charles Morrow’s article, Myths of Management, recounts the “cobra effect” or how reward systems plans do not always produce the expected consequences. During India’s colonial period, Britain sought to rid the continent […]
A New Path to Leadership Effectiveness
Business has undergone a sea of change in the past several decades. Competition, supply-chains, technology, and business models have shifted. Yet, many major corporations still rely on leadership theories from […]
The “Price” of Innovation: No Free Lunches
Innovation. The very word conjures breakthrough products, magazine covers, and celebrity status. But those associations are too good to be the whole story. It requires a closer, more balanced, look. […]
Which is More Detrimental: Power or Powerlessness?
This is the beginning of a new series titled Power Levers. Over the next several weeks we will identify and examine seven power levers to add to your toolbox.
Working the System Instead of Fighting It
In my last post, “Which is More Detrimental: Power or Powerlessness?“, I redefined the term “power” to challenge common misconceptions and introduced the seven levers necessary to effectively wield power. This […]
Mastery is Merit
You are probably familiar with the saying “there is no substitute for experience” and perhaps can even attest to its accuracy. Over the past several weeks we have redefined power […]
Degrees of Separation: Leveraging Personal Power
While “six degrees of separation” has historically been a standard reference point, today technology and social networking sites have helped to cut this figure in half. In our world it […]
Untapped Power of Recognition: Investing in Praise and Feedback
One of the most effective forms of organizational power in today’s workplace is recognition power. However, in speaking with countless executives and supervisors over the years and as confirmed in […]
Superheroes and Supervillains: Command and Authority Power
Command and authority power result in speedy compliance, clear direction, and action. Using the “do it because I said so” approach rarely requires discussion or heated debate.