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January/February 2010
REINVENTING MANAGEMENT
by Julian Birkinshaw
If these are the days of "leader worship" as some believe, it would be seen as a good idea to make that exalted leader something of a manager. Here’s why and how.
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January/February 2010
IS HEROIC LEADERSHIP ALL BAD?
by Mitch McCrimmon
The post-heroic leader, much more sensitive and collaborative than the previously favoured heroic leader, is in these days. Nevertheless, he or she would do well to adopt some heroic traits. Which ones?
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January/February 2010
OUTLIERS: MALCOLM GLADWELL DOES IT AGAIN
by John S. McCallum
This regular IBJ contributor takes a page or two from Malcolm Gladwell's latest book and offers valuable tips that will help managers understand why they fail - and success.
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January/February 2010
AN INTERVIEW WITH CHRISTOPHER BARTLETT
by Stephen Bernhut
An interview with Christopher Bartlett, Thomas D. Casserly, Jr. Professor of Business Administration, Emeritus, Harvard Business School.
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November/December 2009
CHAOTICS: LEADING, MANAGING AND MARKETING IN THE AGE OF TURBULENCE
by John A. Caslione
Turbulence is here to stay, and the companies that learn how to capitalize on it will be the companies that survive and thrive.
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November/December 2009
MANAGING IN BUSINESS CYCLES
by Peter Lorange
Cycles are a certainty, but in when and how they move, some are less certain than others. Here’s sound advice for managing the volatility.
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November/December 2009
CUTTING YOUR LOSSES: HOW TO AVOID THE SUNK COST TRAP
by Michael A. Roberto
Many executives throw good money after bad rather than admit failure and move on. These same executives can 'fess up and redeem themselves by using tactics others have used successfully.
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November/December 2009
PLANNING TO MANAGE YOUR NEXT CRISIS DECISIVELY AND EFFECTIVELY
by Barry Cross
Following the proven and practical ten-step plan laid out by this crisis-hardened senior executive will prepare you to manage and resolve the most potentially damaging situations.
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November/December 2009
RECOGNIZING THE VALUE OF MIDDLE MANAGEMENT
by Paul Osterman
Respect and recognition come to middle managers only grudgingly, if at all. Acknowledging their crucial role will surely boost organizational performance and morale.
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November/December 2009
VOLATILITY AND ITS IMPLICATIONS FOR LEADERSHIP
by Carol Stephenson
Looking to the long term and remaining open and honest will enable today's leaders to chart a steady course through the worst of times.
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September/October 2009
HELPING: AN URGENT NEW ROLE FOR LEADERS
by Edgar H. Schein
Asking for help is one of the hardest things for many executives. But admitting that you don't know - about digital branding, for example - and asking a subordinate to fill in the information gap will yield surprising and beneficial results.
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September/October 2009
STRATEGIC LEADERSHIP: SHORT-TERM STABILITY AND LONG-TERM VIABILITY
by Glenn Rowe
by Mehdi Hossein Nejad
Rare is the leader who can align the granular details of the company's daily operations with the soft, intangible goals articulated in the company's vision. But this is the type of leader who should be in charge.
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September/October 2009
LEADERS AS ANTHROPOLOGISTS
by Michael A. Roberto
Get out there - in the supermarkets, showrooms and warehouses - and observe people as they are buying your products and you may never sit in your office again. It's the quality of the learning experience that counts.
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September/October 2009
CONNECTING THE DOTS BETWEEN LEADERSHIP, ETHICS AND CORPORATE CULTURE
by James O'Toole
Many leaders wondering how to transform their company into a decentralized, progressive, values-driven organization will find excellent suggestions and a clear road map in this article.
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September/October 2009
THE CURRENCY OF TRUST: WHAT BUSINESS LEADERS CAN LEARN FROM THE EXTREME POOR
by Joan Ball
How does a leader create a culture in which executives and subordinates, managers and workers learn to trust each other? Take the first, big - and unusual - step this author explains and the rest will fall into place.
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September/October 2009
A BRIEF HISTORY OF SAY ON PAY
by Paul Hodgson
Just why is it that executive compensation, for the most part, remains excessive, despite the crescendo of criticism voiced by shareholders? Something is definitely wrong, and this authority on the subject knows why.
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September/October 2009
SUPERCORP: AN INTERVIEW WITH ROSABETH MOSS KANTER
by Stephen Bernhut
SuperCorp: An interview with Rosabeth Moss Kanter
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September/October 2009
THE OLYMPICS AND LEADERSHIP: FROM THE CEO
by Carol Stephenson
The Olympics and leadership: From the CEO
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July/August 2009
THE RHETORIC AND REALITY OF SUCCESSFUL CHANGE MANAGEMENT
by Dan Hill
A leader who can emote and empathize will be able to sell a merger or acquisition to employees much easier than a leader who PowerPoints the change using logic and numbers.
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July/August 2009
EXECUTIVES AND THE RECESSION
by John S. McCallum
The tried and true principles for running a business may never be a better friend for a CEO than during a recession.
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July/August 2009
AN INTERVIEW WITH JIM COLLINS
by Stephen Bernhut
Volatility is here to stay, says today’s go-to management thinker. What companies can do to live with the ups and downs and other suggestions for surviving in a time of turbulence are covered with the author of Good to Great and, most recently, How the Mighty Fall.
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May/June 2009
GLOW: THE NEW GREAT WORK EXPERIENCE
by Lynda Gratton
Radiating energy, in the way we work and the way we communicate, creates value for ourselves and the organization. Surprisingly, perhaps, it's a skill that can be learned, and this author has practical suggestions we can all use to make us "glow."
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March/April 2009
COMPELLING VISIONS: CONTENT, CONTEXT, CREDIBILITY AND COLLABORATION
by Jeffrey Gandz
Perhaps the main reason why some leaders fail to walk the talk is that they fail to invite stakeholders to walk with them, especially when they are conceiving the vision, or developing the "talk."
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March/April 2009
MORE WOMEN ON BOARDS: WHAT BOARDS NEED, WHAT SHAREHOLDERS WANT
by Richard Leblanc
There's no doubt that there should be more women on boards. Women who've been frustrated by being rejected or by not being considered at all will find support in the suggestions this author makes.
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March/April 2009
LEADERSHIP IN THE ERA OF ECONOMIC UNCERTAINTY - AN INTERVIEW WITH RAM CHARAN
by Stephen Bernhut
Leadership in the Era of Economic Uncertainty, Ram Charan's twelfth book, offers crucial advice for managing in turbulent times. The pre-eminent management consultant discusses his ideas with the editor of the Ivey Business Journal.
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January/February 2009
LESSONS FOR EXECUTIVES FROM THE FINANCIAL CRISIS OF 2008
by John S. McCallum
Regular contributor John McCallum offers seven lessons that the chastened and even the untainted could learn from the credit crisis.
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January/February 2009
WHY EMOTIONAL INTELLIGENCE IS NOT ESSENTIAL FOR LEADERSHIP
by Mitch McCrimmon
He or she may have a serious deficit of emotional intelligence, but this fiery, not-always socially adept brilliant employee can still be a leader.
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January/February 2009
DIRECTOR COMPENSATION: THE GROWING POPULARITY OF DEFERRED STOCK UNITS
by Shamsud D. Chowdhury
Exorbitant executive compensation is a lightening rod for any discussion on the financial services meltdown. One option for making that compensation modest is deferred stock units.
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January/February 2009
HOW EMOTIONAL TAGGING CAN PUSH LEADERS TO MAKE BAD DECISIONS
by Sydney Finkelstein
by Jo Whitehead
by Andrew Campbell
Some leaders like to believe that reasoning - and only reasoning - governs their decisions. But like it or not, emotions do rule, from a little to a lot. Here's excellent guidance on understanding how emotions influence decisions.
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January/February 2009
CONNECTING WORKER SAFETY TO PATIENT SAFETY: A NEW IMPERATIVE FOR HEALTH-CARE LEADERS
by Joseline Sikorski
It is more than mildly troubling that the one workplace most in need of improved standards for worker safety is healthcare. Change can't come soon enough.
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January/February 2009
GENERAL ELECTRIC: AN OUTLIER IN CEO TALENT DEVELOPMENT
by Glenn Rowe
by Roderick E. White
by Derek Lehmberg
by John R. Phillips
Conventional wisdom says that ex-GE executives make the best leaders. In this case, and in this article, solid research demonstrates that conventional wisdom stands the test.
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January/February 2009
ORGANIZATIONAL TRANSFORMATION: THE QUIET ROLE OF COALITIONAL LEADERSHIP
by Stephen Friedman
by James K. Sebenius
Institutionalizing a newly articulated vision is a formidable test for the leader of a tradition-bound organization, especially if that organization is the legendary Goldman Sachs & Co.
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January/February 2009
TO WIN THE RESPECT OF FOLLOWERS, LEADERS NEED PERSONALITY INTELLIGENCE.
by Michael Maccoby
Understanding how a particular culture has shaped the identity of an employee will give a leader a window into their soul.
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January/February 2009
JUST WHERE WERE ALL THOSE DIRECTORS?
by Stephen Bernhut
The quality of mercy being begged for by some CEOs is a little strained.
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November/December 2008
THE BLACK SWAN: A TERRIFIC READ FOR EXECUTIVES
by John S. McCallum
When this regular contributor recommends a certain book, executives can be assured that they will derive value from the book. Even if it is a black swan.
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November/December 2008
CHANGE FROM THE INSIDE
by Rick Lash
If you think that the way you look at yourself will travel well when you move to a new role or organization, think again. Better yet, look inside, as this author suggests.
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November/December 2008
HE SHOOTS, HE MISSES! FIRE THE BUM!!!
by David Kunsch
by Glenn Rowe
There is at least one important similarity between sitting behind a desk and standing behind a bench. (Chewing gum doesn't count).
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November/December 2008
ON LEADERSHIP
by Dominic D’Alessandro
Manulife Financial's highly respected President and CEO articulates what drove the company to become one of Canada's leading financial services corporations.
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November/December 2008
THE GROWING IMPERATIVE OF CROSS-ENTERPRISE LEADERSHIP
by Larry Wynant
From the Dean
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September/October 2008
ON BEING AN ETHICAL EXECUTIVE
by John S. McCallum
On being an ethical executive
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September/October 2008
X-TEAMS: NEW WAYS OF LEADING IN A NEW WORLD
by Deborah Ancona
by Elaine Backman
by Henrik Bresman
Teams that reach beyond internal and external boundaries to accelerate the process of innovation and change are teams that change an organization in powerful ways.
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September/October 2008
AN INTERVIEW WITH STEWART D. FRIEDMAN, AUTHOR OF TOTAL LEADERSHIP
by Stephen Bernhut
An interview with Stewart D. Friedman, author of Total Leadership
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July/August 2008
THE NEW LEADERSHIP CHALLENGE: REMOVING THE EMOTIONAL BARRIERS TO SUSTAINABLE PERFORMANCE IN A FLAT WORLD
by Paul Wieand
by Jan Birchfield
by M. Carl Johnson III
Getting rid of his or her emotional baggage can have the no-less-than dramatic effect of transforming a diminished leader into an admired, effective one.
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July/August 2008
THE CROSS-ENTERPRISE LEADER
by Mary Crossan
by Jeffrey Gandz
by Gerard Seijts
An enterprise-wide perspective, informed by certain types of intelligence and shaped by particular virtues, equips a leader with the qualities that make him or her stand out.
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July/August 2008
POWER, KNOWLEDGE AND DISSENT: WHY IT'S TOUGH AT THE TOP FOR THE 21ST CENTURY CEO
by Keith Grint
by Jim Scholes
Power, knowledge and dissent: Why it's tough at the top for the 21st Century CEO
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July/August 2008
SHOULD BUSINESS LEADERS APOLOGIZE? WHY, WHEN AND HOW AN APOLOGY MATTERS
by Linda Stamato
An apology can be scrutinized more intensely than the leader who issues one, which makes the timing, tone and specifics more important than ever.
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July/August 2008
AN INTERVIEW WITH JIM CHAMPY
by Stephen Bernhut
The author of one of the best business books of all time, Re-engineering the Corporation, describes how managers can make their company stand out and stay ahead of the competition.
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July/August 2008
HISTORY DOES THE EXECUTIVE SUITE
by John S. McCallum
You don't need a weatherman to tell you which way the wind is blowing, but reading a good history book - or just reading history - can help an executive make the right decision.
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July/August 2008
ON LEADERSHIP: CHERISH THE RESISTORS
by Jeffrey Gandz
Let us now resolve to praise and value those who resist change and tap into the wisdom and knowledge they have accumulated.
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May/June 2008
TODAY'S LEADER MUST ENGENDER TRUST, ENCOURAGE INITIATIVE AND SECURE LOYALTY
by Carol Stephenson
Of all the challenges a leader must meet, some are more important - and imposing - than others.
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May/June 2008
OF FRIENDS, BULLPENS AND EXECUTIVES
by John S. McCallum
In business or baseball, a manger needs to know that when times get tough, he or she can go to the bullpen.
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May/June 2008
X-TEAMS: NEW WAYS OF LEADING IN A NEW WORLD
by Deborah Ancona
by Elaine Backman
by Henrik Bresman
Like a country, an organization can't be too inward-looking. Over there, on the outside, lies much of the intelligence and many of the resources that it must have to innovate and lead.
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May/June 2008
THE HR CHALLENGE: LEADERSHIP DEVELOPMENT FOR ORDINARY HEROES
by Kate Cowie
Know thyself is the top imperative for a leader today. As this author and leadership consultant writes, it's what makes a leader the most.
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May/June 2008
TO WIN THE RESPECT OF FOLLOWERS, LEADERS NEED PERSONALITY INTELLIGENCE
by Michael Maccoby
Knowing where an employee is coming from has a literal and important meaning for today's leader. As this leadership authority writes, it means followers will respect the leader.
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May/June 2008
NAVIGATING THROUGH LEADERSHIP TRANSITIONS: MAKING IT PAST THE TWISTS AND TURNS
by Christine M. Riordan
Adaptability is a must have for a leader. At different points and for different reasons he or she must change behaviour to succeed. This author shares the advice she's given to business leaders.
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May/June 2008
RECRUITING YOUR NEXT CEO: PRACTICAL ADVICE FOR CANADIAN BOARDS
by Ron Robertson
New research conducted by this author will be critical in helping a board's search committee make its choice for the new CEO the right choice.
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May/June 2008
THE RESILIENT LEADER: WHY EQ MATTERS
by Joanne Reid
Resilience and emotional intelligence enable successful leaders to manage themselves and the organization in times of disruptive change.
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March/April 2008
HOW TO TAME THE ALPHA MALE LEADER
by Mitch McCrimmon
It may be like asking a football coach to remain quiet on the sidelines, but today's business leader needs to ask questions and listen.
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March/April 2008
THESE TIMES DEMAND CROSS-ENTERPRISE LEADERSHIP
by Carol Stephenson
The case for Cross-Enterprise Leadership has never been more compelling
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January/February 2008
SOME THOUGHTS FOR EXECUTIVES ON THE ECONOMY AND ECONOMIC FORECASTING
by John S. McCallum
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January/February 2008
LEADERS AND FOLLOWERS: HOW TO BUILD GREATER TRUST AND COMMITMENT
by Dan Hill
As a particular U.S. Presidential hopeful has discovered, a display of emotion can sure help build trust between a leader and followers.
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November/December 2007
INITIATIVE, CREATIVITY, RESULTS: A WIN-WIN-WIN STRATEGY FOR PROMOTING EMPLOYEES
by Shripad Pendse
New York Yankee managers aren’t the only ones who choose to walk if passed over. But there is a way to promote an individual and make everyone feel good (and stay).
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November/December 2007
A CULTURE OF CANDOR
by Jeffrey Gandz
Candor is at the heart of aligning people with strategy, and is essential to effective execution, performance management and people development.
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November/December 2007
DENIAL, FEAR, GREED AND PRIDE: THE FOUR HORSEMEN OF THE EXECUTIVE APOCALYPSE
by John S. McCallum
If you’ve always thought that a lack of smarts assured a CEO of a date with purgatory, think again. This regular IBJ contributor has found the characteristics that really doom a CEO.
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September/October 2007
LEADERSHIP AND LOYALTY
by Jeffrey Gandz
Show me a leader who more or less says, “The company is me!” and I will show you someone who is not a leader.
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September/October 2007
OF CEOS AND ACCOUNTING
by John S. McCallum
Too many executives think they can leave accounting to the CFO. That’s wrong writes this regular IBJ contributor, who urges CEOs to get with the program right away.
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May/June 2007
GREAT LEADERSHIP IS GOOD LEADERSHIP
by Jeffrey Gandz
Greatness is conferred on many business leaders today. But many great leaders are not good leaders. This Ivey professor describes what it really takes.
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May/June 2007
PRINCIPLED LEADERSHIP: TAKING THE HARD RIGHT
by Gerard Seijts
by Hon. David Kilgour
Well-formed principles embedded in the character of a business leader ensure that a leader's actions will be based on those principles, not convenience.
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May/June 2007
THE CHARACTER OF LEADERSHIP
by James C. Sarros
by Brian K. Cooper
by Joseph C. Santora
Character, not personality, defines a true business leader, and these authors describe the traits and values that make up the character of leadership.
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May/June 2007
STORY BUILDING: A NEW TOOL FOR ENGAGING EMPLOYEES IN SETTING DIRECTION
by Ralph Beslin
Give me a good story that will help us all visualize what our company's future might look like and I'll give you committed, thoroughly engaged employees.
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May/June 2007
OPTIONS DEVELOPMENT IS CRUCIAL TO GOOD DECISION MAKING
by John S. McCallum
Look before you leap before making a decision. Which is why an executive would do well to list his or her options before taking the plunge.
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March/April 2007
CAPTURING THE VALUE THAT A CHIEF OPERATING OFFICER CAN BRING
by Nathan Bennet
by Stephen A. Miles
Arguably, the first time you'll hear the COO's name mentioned is when he or she takes over the CEO's job. Fact is, that COO plays a critical role in the company's success.
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March/April 2007
WHY LARGE PUBLIC COMPANIES SHOULDN'T HATE SARBANES-OXLEY
by Shamsud D. Chowdhury
Complying with its stipulations may be onerous and expensive, but learning to live with Sarbanes Oxley can actually make a manager's life a lot easier.
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March/April 2007
WHERE VALUE HIDES: KNOWING YOUR STRATEGIC MARKET POSITION OR, WHEN WANTING TO BE NUMBER ONE OR TWO CAN HURT YOU
by Stuart E. Jackson
There's nothing wrong with wanting to be number one or two. It's knowing IF your organization really should be - considering the market it is in - that counts.
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May/June 2006
CROSS-ENTERPRISE LEADERSHIP: A NEW APPROACH TO MANAGING IN THE 21ST CENTURY
by Mary Crossan
by Fernando Olivera
Shift the focus from business functions to business issues and transform the static, hierarchical “organization” into the dynamic, responsive “enterprise” and you’re on the leading edge of management thinking today.
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May/June 2006
ARE YOU A LEADER-BREEDER?
by Jeffrey Gandz
Scan the managerial ranks of any successful enterprise and you’ll see at least several leader-breeders, those leaders who know how to attract, develop and retain the best talent.
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May/June 2006
MINDFULNESS, HOPE AND COMPASSION: A LEADER’S ROAD MAP TO RENEWAL
by Annie McKee
by Frances Johnston
by Richard Massimilian
The French call it “bien dans sa peau,” and it is a quality that every leader needs to be effective, that is feeling good in his or her own skin.
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May/June 2006
LEADING LEADERS: HOW TO MANAGE THE TOP TALENT IN YOUR ORGANIZATION
by Jeswald W. Salacuse
Followers respond to a leader not because he or she is “the leader” but because they feel it is in their best interests to do so. Or, leadership is not a matter of position but of relationships. Just ask Dubya.
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May/June 2006
UNGAGGED: EXECUTIVES ON EXECUTIVE COACHING
by Christine Turner
Many a consultant and coach have written and spoken about the value of executive coaching. This coach had a great idea in asking executives what they think.
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May/June 2006
WITH JAMES O’TOOLE
by Stephen Bernhut
A leader’s first responsibility, says this distinguished management and leadership author, is to create an organization that enables people to fulfill their psychic, social and material needs.
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May/June 2006
ADVANCING THE REVOLUTION: CROSS-ENTERPRISE LEADERSHIP AT IVEY
by Carol Stephenson
Advancing the revolution: Cross-Enterprise Leadership at Ivey
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March/April 2006
THE PRUDENT EXECUTIVE
by John S. McCallum
It’s amazing just how far an old saying can travel: It’s better for a business leader to be safe than sorry.
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September/October 2005
IMMUNITY FROM IMPLOSION: BUILDING SMART LEADERSHIP
by Sydney Finkelstein
by Eric M. Jackson
Smart leaders really are smart, and these coauthors outline eight qualities that smart leaders have – and need to have.
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September/October 2005
WHY MAKING THE DECISIONS THE RIGHT WAY IS MORE IMPORTANT THAN MAKING THE RIGHT DECISIONS
by Michael Roberto
Managers may be surprised to learn that making crucial choices is less about making the right choices than about making the choices the right way.
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September/October 2005
THE NEW WORLD OF CEO SUCCESSION
by John Swain
by Wendy Turpin
Organizational dysfunction will be exiled if these best practices for choosing the next leader are followed.
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September/October 2005
LEADING CREATIVELY: THE ART OF MAKING SENSE
by Charles J. Palus
by David Magellan Horth
Leaders who have been stymied when trying to think outside the box will find a clearer path after reading this article.
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September/October 2005
ON BULLSHIT IS NOT BULLSHIT
by John S. McCallum
No, uh…fooling. You’ve got to read this article
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January/February 2005
THE LEADERSHIP ROLE
by Jeffrey Gandz
Understand, design, execute, assess and develop. A successful leader has to do them all and do them all brilliantly. This author serves up five key lessons in leadership.
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January/February 2005
THE ALLURE OF TOXIC LEADERS: WHY FOLLOWERS RARELY ESCAPE THEIR CLUTCHES
by Jean Lipman-Blumen
The allure of toxic leaders can be powerful indeed, but if we knew what pulls us, sometimes inexorably, into their orbit, we could pull back and stop the spread.
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January/February 2005
HANDLING THE HURT: A CRITICAL SKILL FOR LEADERS
by Peter J. Frost
Toxicity can tyrannize employees, which is why knowing how to dissipate toxins and lead the company to its goals is one of the most valuable skills a leader can have.
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January/February 2005
ADVERSITY: WHAT MAKES A LEADER THE MOST
by David L. Dotlich
Who needs those life passages that threaten our happiness and careers? As it turns out, this author states, both individuals and organizations can turn adversity into opportunity.
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January/February 2005
THE LAW OF THE EMPEROR’S WARDROBE
by Michael C. Feiner
Some leaders intimidate; others are unapproachable. But is that really the case? Confronting a leader in the right way can lead to pleasant surprises.
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January/February 2005
LEADERSHIP LTD: WHITE ELEPHANT TO WHEELWRIGHT
by Keith Grint
Business leaders are infallible, some more highly than others. The leader that recognizes
his or her limitations is also the leader that recognizes the contribution of followers.
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January/February 2005
MOBILIZE LEADERS TO ACCELERATE RESULTS
by Brian Brittain
by John Swain
by Janice Simpson
When the going gets tough, as when a CEO tries to shorten the timeline for organizational change, the tough can win them over…by being personal and empathetic.
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January/February 2005
FROM THE DEAN
by Carol Stephenson
The Essence of Great Leadership
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November/December 2004
WALKING ON WATER OR SINKING WITHOUT A TRACE? SIX BEHAVIOURS THAT DESCRIBE STRONG CRISIS LEADERS.
by Gerard Seijts
When faced with a crisis, real leaders step up, speak clearly, and stay visible. They also appear to be decisive, connect with people and remain prepared to take risks.
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November/December 2004
SUSTAINING PROFITABLE CUSTOMER RELATIONSHIPS REQUIRES REAL LEADERSHIP
by Robert Angel
CEOs often lament that the wrong technology or poor implementation scuttled attempts to make their organizations customer-centric. Here’s what they need to do to succeed.
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November/December 2004
HOW LEADERS CAN COMMUNICATE TO BUILD TRUST
by Ralph Beslin
by Chitra Reddin
The one thing a business leader must know is how to “Communicate, communicate, communicate.” Or, communicate well and trust will follow.
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November/December 2004
THE SMARTEST GUYS IN THE ROOM: MUST READING WITH MUST-LEARN LESSONS FOR CEOS
by John S. McCallum
The scandalous behaviour of some former Enron executives may be instructive after all. After all, what better examples are there of how executives definitely should not behave.
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July/August 2004
A PRESCRIPTION FOR LEADING IN CYNICAL TIMES
by James M. Kouzes
by Barry Posner
The picture of the downcast, handcuffed business leader has become commonplace. How then does a leader keep or restore the faith and get employees to believe? Read on.
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March/April 2004
AN INTERVIEW WITH CHARLES HANDY
by Stephen Bernhut
Always compelling, the distinguished British management thinker and writer ranges far and wide on the future of work, organizations and capitalism.
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January/February 2004
REBUILDING TRUST: THE INTEGRAL ROLE OF LEADERSHIP IN FOSTERING VALUES, HONESTY AND VISION
by Carol Stephenson
Authenticity can be seen, heard and felt, which is why a leader today must have bedrock values, and communicate them openly and honestly.
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January/February 2004
THE SEVEN HABITS OF SPECTACULARLY UNSUCCESSFUL EXECUTIVES
by Sydney Finkelstein
Leaders think that they have to study the habits of successful leaders. They do, but they can learn at least as much by studying the habits of the not so successful.
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January/February 2004
WALKING THE TALK (REALLY!): WHY VISIONS FAIL
by Mark Lipton
A leader who not only articulates a vision but who lives and breathes it so powerfully that people can practically see it will lead everyone in an organization to realize that vision.
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January/February 2004
MANAGING CHANGE IN A WORLD OF EXCESSIVE CHANGE: COUNTERBALANCING CREATIVE DESTRUCTION AND CREATIVE RECOMBINATION
by Eric Abrahamson
There is indeed a way – and a highly effective way -- to realize gain without pain, and best of all the measures it uses to achieve goals are anything but Draconian.
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January/February 2004
THE "BOTTOM LINE" OF LEADERFUL PRACTICE
by Joe Raelin
A leader who seeks to serve others in the organization and does not seek to exercise power for its own sake is a compassionate leader and one that easily inspires others.
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January/February 2004
HANDLING THE HURT: A CRITICAL SKILL FOR LEADERS
by Peter J. Frost
Toxicity can tyrannize employees, which is why knowing how to dissipate toxins and lead the company to its goals is one of the most valuable skills a leader can have.
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January/February 2004
WHETHER TO BET, RESERVE OPTIONS OR INSURE: MAKING CERTAIN CHOICES IN AN UNCERTAIN WORLD
by Bhaskar Chakravorti
A framework for analyzing uncertainty and determining how to go forward – like the one described in this article – can easily become a manager’s best friend.
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January/February 2004
BASEBALL AND MANAGEMENT
by John S. McCallum
Good management stands out always and everywhere, even in the sport of baseball, which is the only sport in which a leader is called a manager (and not for nothing).
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January/February 2004
WHAT MAKES A LEADER THE MOST
by Stephen Bernhut
Style – collegial or autocratic – still defines a leader. But more than ever, a leader today is being asked to look inside, at his or her core, and to lead by time-honoured values.
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July/August 2003
ALFRED P. SLOAN JR: MUST READING FOR EXECUTIVES
by John S. McCallum
As regular IBJ contributor John McCallum notes, Bill Gates has called My Life With General Motors “the most inspiring business book I’ve read.” Here’s why.
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May/June 2003
THE CEO DISCONNECT: FINDING CONSISTENCY BETWEEN PERSONAL VALUES AND THE DEMANDS OF LEADERSHIP
by Murray Axmith
by Barry Adamson
A surprising number of CEOs are troubled by the pressure to “show” a different personality at the office than they do at home. The conflict can be resolved.
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January/February 2003
ENGAGE THE HEART: APPEALING TO THE EMOTIONS FACILITATES CHANGE
by Gerard Seijts
by Grace O Farrell
Engage the heart – as well as the mind – and a leader will find employees inspired and ready to follow
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January/February 2003
LEARNING FROM QUIET LEADERS
by JL Badaracco Jr
As the heroic leader descends into leadership hell, the quiet leader steps up. A lesson for the times.
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January/February 2003
BUILDING THE EMOTIONALLY INTELLIGENT ORGANIZATION
by Richard E. Boyatzis
by Ellen Van Oosten
The “top down” style of leadership has fallen out of favour, but a leader, an emotionally intelligent leader, that is, still sets the tone
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January/February 2003
FACING THE UNKNOWN: WHAT ARE LEADERS FOR IF NOT TO MANAGE UNCERTAINTY?
by Phil Hodgson
by Randall White
The chances are excellent that a leader today will have to manage uncertainty. It’s how you behave that will determine if you will win or lose
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January/February 2003
THE LEADER AS TEACHER: CREATING THE LEARNING ORGANIZATION
by Ronald A. Heifetz
by Donald L. Laurie
The time has come for all leaders to stand up and say: “I don’t have the answer. We’ll have to learn something new here
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January/February 2003
LEADERSHIP SUCCESSION: WHAT CAN WE LEARN FROM THE NATIONAL HOCKEY LEAGUE?
by Glenn Rowe
by Debra Rankin
Organizations thinking of changing CEOs might learn something from hockey teams that are quick to change coaches and general managers
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January/February 2003
LEADERSHIP AND THE TASK OF ENGAGING THE HEART
by Stephen Bernhut
The difference between the cellist and the burglar is more than the difference between a sophisticated and an unsavoury character, or between eloquence and crudeness
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November/December 2002
LEADER’S EDGE, WITH MICHAEL USEEM
by Stephen Bernhut
The perils of being a leader have perhaps never been greater.
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November/December 2002
THE EFFECTIVE LEADER: UNDERSTANDING AND APPLYING EMOTIONAL INTELLIGENCE
by John (Jack) D. Mayer
by David Caruso
Emotional intelligence can be misunderstood and misrepresented. But the bottom line is that the manager who can think about emotions accurately and clearly may often be better able to anticipate, cope with, and effectively manage change.
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May/June 2002
IN CONVERSATION: ROSABETH MOSS KANTER
by Stephen Bernhut
Terms such as "empowerment", "employee participation" and "change management" so dominate the vocabulary of organization behaviour today. Not surprisingly, the person who coined those terms and championed their importance, Rosabeth Moss Kanter of the Harvard Business School, has herself become one of the highest-profile academics and respected consultants in the world. In this interview, the author discusses the changes in leadership styles during the 30 years she has researched and taught leadership, and advised many of the world's top CEOs and leading organizations. She also discusses the qualities that make a leader great in a time of uncertainty and those qualities that a leader will need to develop to inspire employees going forward.
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May/June 2002
THE ANYTHING-BUT UNREMARKABLE LESSONS OF THE QUIET LEADER
by JL Badaracco Jr
Heroic leaders are always conspicuous and sometimes successful. However, more often successful but always inconspicuous are quiet leaders. In this article, the author profiles the quiet leader and the leadership style that he embodies. Based on his recently published book, Leading Quietly, this article discusses and defines a leadership style that is deliberate and circumspect, ethical and considerate - and successful, particularly in today's complex business environment. The author also has very sound advice for managers who must make tough choices under intense pressure.
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May/June 2002
LEADING IN TURBULENT TIMES
by Eric Beaudan
When IBM's Louis Gerstner took charge of the beleaguered computer giant 10 years ago, he said that "the last thing that IBM needed was a vision." Of course, the famously successful Mr. Gerstner was not only right, but prescient. In the last few years especially, the chief executive officer who focused on finding a vision - at the risk of managing the present - has foundered, much like the organization he was supposed to steer. The author examines how leaders must manage - in good times and in today's tough times. The challenges for leaders may never be more intimidating than they are these days, but the author's practical advice should help many managers steer the organizational ship in turbulent waters.
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May/June 2002
INDIVIDUAL DIRECTORS EVALUATIONS: THE NEXT STEP IN BOARDROOM EFFECTIVENESS
by Jay Conger
by Edward Lawler III
Corporate governance practices are being scrutinized more than ever and one of the objects of that intense scrutiny is the corporate director. But reluctant to being scrutinized, many directors refuse to see the need to change both the way they behave and discharge their responsibility. In this article, the authors argue that effective individual director evaluations can increase a board's effectiveness and improve its relationship with the chief executive officer. Based on their co-authored book, Corporate Boards: New strategies for adding value at the top, this article also lays down a blueprint to ensure that the evaluations will be effective and so lead to better corporate governance.
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May/June 2002
DRUCKER'S CHALLENGE: COMMUNICATION AND THE EMOTIONAL GLASS CEILING
by Paul Wieand
The supreme challenge for a leader is to change human behaviour, a formidable, if not impossible task. But for the leader who is emotionally intelligent, who is aware of and comfortable with his own self, will have a far greater chance of changing the behaviour of others than a leader who is not aware of himself. Using the theories of the esteemed management thinker Peter Drucker, the author points out that the leaders who inspire are those who have resolved their own identity crisis. But that is much easier said than done, and the daunting nature of the task is encapsulated in Drucker's Challenge, which states that every human being has an emotional glass ceiling, a natural resistance to changing identity. This ceiling is broken only when communication is so compelling that it overcomes that resistance, and how leaders can accomplish this goal is the subject of this article.
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May/June 2002
PENSION ACCOUNTING: COMING TO LIGHT IN A BEAR MARKET
by Christine Wiedman
by D Goldberg
Investors' were not the only ones to have developed high, unrealistic expectations during the last years of the nineties. Organizations and their pension managers also had high expectations. Using buoyant market evaluations as their guide, managers made extremely optimistic assumptions about pension return on assets. But in this important article, the co-authors show why a bear market and a tougher economy may force companies to revise those estimates downward, reducing operating income and so, profits. It is a challenge that must be addressed immediately if companies are to avoid the wrath of employees and other stakeholders.
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May/June 2002
TOP LEADERSHIP: TAKING THE INNER JOURNEY
by R Lash
Recent history tells us that leaders can be developed but even before development begins, leaders must become self- aware and take the road to inner growth. In this article the author argues that the effective leaders of tomorrow are individuals who have a better understanding of themselves and their own identity. These leaders recognize that their own unique capabilities and passions are an essential part of responding to the call of leadership. People need to feel special and the leader who recognizes and meets that need will create the means for their organization to succeed.
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May/June 2002
LEADERS AS STRATEGIC COMMUNICATORS
by PG Clampitt
by L Berk
by ML Williams
When it comes to communicating effectively, leaders must not only be mindful that less is more but that strategy trumps tactics. These co-authors, professors and communications consultants, argue that leaders are more than willing to communicate, but that they too often approach the task on a tactical rather than strategic level. Moreover, these same leaders may use every medium and format available, but they rarely co-ordinate their use and deploy them selectively. Four steps taken - assessing the context, crafting the strategy, implementing the strategy and provoking the dialogue - will enable leaders to deliver messages that are clear, effective and achieve their goals.
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May/June 2002
GLOBAL FATALITIES: WHEN INTERNATIONAL EXECUTIVES DERAIL
by MW McCall
by GP Hollenbeck
Developing global executives is an expensive proposition that can produce a significant return - provided that the corporation uses the knowledge and expertise it gained from earlier experiences effectively. These co-authors interviewed 101 individuals who succeeded in their international postings and concluded that poor management of three factors contribute to the failure of international executives: the individual, the cultural context, and organizational mistakes. Based on their book, Developing global executives: The lessons of international experience, the authors outline and discuss the steps an organization can take to ensure that executives posted abroad will be succeed.
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May/June 2002
PRIMAL LEADERSHIP, WITH DANIEL GOLEMAN
by Stephen Bernhut
In this interview, the author of Emotional Intelligence, one of the most influential books on organizational behaviour, discusses what he calls primal leadership, the emotional dimension of leadership. A leader's primal task is an emotional one, to articulate a message that resonates with their followers' emotional reality and so moves people in a positive direction.
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May/June 2002
CONTRARIAN APPROACH TO DECISION MAKING
by SB Sample
Never make a decision yourself that can be reasonably delegated to a lieutenant and never make a decision today that can be reasonably put off to tomorrow. If these observations fly in the face of conventional wisdom, it is because they are meant to. The author, who is the president of the University of Southern California, may be a conventional man, but his thoughts about what make a leader effective are original and offer sound - albeit unconventional - advice for success.
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May/June 2002
TRAIN DOGS, DEVELOP LEADERS
by Jeffrey Gandz
Leaders can be trained, but highly successful leaders, this author writes, can be developed. The burden is on the organization to develop leaders - to actively involve leaders in recruitment and selection, development, career-move decisions and other leadership activities. These executives also recruit the best prospects, challenge them constantly and manage them. Leadership, the autnor notes, may be the only sustainable advantage today, which is why it should never be left to chance.
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May/June 2002
NEW LOOK AT SUCCESSION MANAGEMENT
by WC Byham
Organizations today have never had a more difficult time filling positions, but as this author suggests, they will be much more successful if they develop pools of high-potential candidates who will be tracked by senior management. How to fill and manage those pools is the subject of this helpful article and readers will gain valuable insights into the succession management dilemma and how acceleration pools can be an answer to one of the most challenging questions for organizations today.
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May/June 2002
VIEWPOINT: GOOD JUDGMENT HUNTING
by John S. McCallum
Research, analysis and strategy may be the indispensable tools for today's executives, but in the end making the right decisions often comes down to judgment. Quite simply, good executives have good judgments and bad executives have bad judgments. And like leaders, good judgment can be developed or at least improved. Leaders hoping to improve their judgment would do well to read this article.
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May/June 2001
GOVERNMENT RELATIONS COMMUNICATIONS NO LONGER SECRET
by R Dattu
by Marwan Awad
Recent decisions by NAFTA Chapter 11 Arbitral Tribunals have changed the nature of government relations and lobbying activities. Once withheld from judicial and public scrutiny, internal ministries will no longer be allowed to always remain secret on the basis of Cabinet privileges and other statutory bases for restricting disclosure. Corporations need to be aware that their discussions with government could be subject to production at a Chapter 11 arbitral hearing.
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May/June 2001
AS THE ECONOMY TURNS: TEN QUESTIONS FOR EXECUTIVES
by John S. McCallum
A serious economic slowdown may not be far off, and there is no better time for executives to prepare for it than the present. "Lamenting what was not done when times were ideal takes an executive nowhere. Prosperity always lies in doing what can be done now." In this article, the author lists ten questions that business leaders should ask themselves. Facing these questions will help them address the crucial issues that will prepare them to weather the downturn, and mark the beginning of the road back to prosperity.
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May/June 2001
BUILDING A STRATEGY-FOCUSED ORGANIZATION
by R Kaplan
by D Norton
Strategy is very important, but as these co-authors point out, managers' ability to execute strategy can be more important than the strategy itself. Authors of The Balanced Scoreboard, one of the most influential business books of the last 25 years, Messrs, Kaplan and Norton argue that successful organizations create a performance management program that puts strategy at the center of its management processes. In the article, they enunciate five principles that will allow an organization to become strategy focused, and provide a blueprint for translating each of those principles into action.
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May/June 2001
BUILDING LEADERS AT ENTRY LEVEL: A LEADERSHIP PIPELINE
by JS Drotter
by R Charan
Developing managers to be effective at the next level is one of any company's most important tasks, and in this helpful article, the co-authors identify and describe the six steps in building a leadership pipeline to supply the next generation of effective leaders. As the authors write, "The six turns, or passages, in our pipeline are major events in the life of a leader. Grasping what each passage entails, and the challenges involved in making each transition, will help organizations build a leadership pipeline. It will also help build a leadership culture that will enable the organization to respond to changes and threats in the business environment."
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May/June 2001
CREATING PROFITS FROM INTEGRATED PRODUCT-SERVICE STRATEGIES
by Roger More
Many companies are differentiating themselves more on services than on product. This article helps managers making the transition to a product-service strategy ask the right questions. The author identifies and describes the potential positioning strategies for a product-service-centric company, and then formulates the key questions a manager must ask before implementing one of those strategies. Even the mighty, such as GE, can stumble, so a manager attempting to implement an integrated product-service strategy would do well to follow the suggestions in this article.
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May/June 2001
INVESTOR POWER: THE INDIVIDUAL INVESTOR COMES OF AGE
by J Craighead
Disclosing significant changes in corporate strategy has an important impact not only on equity markets but also on the firm itself. Some firms disclose more than others, and that there is a negative relationship between disclosure about the change and the size of the bid-ask spread. The move to greater disclosure has been spurred by individual investors, whose access to information has never been greater, and whose resulting demands for greater disclosure are making the proverbial "level playing" field far faster than might have otherwise occurred.
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May/June 2001
CUSTOMER RELATIONSHIP MANAGEMENT: FROM CONFLICT TO COLLABORATION
by Ian Gordon
Is collaboration better or more productive than conflict? It certainly is, argues this author, if any business that is based on relationships hopes to succeed. And given the critical importance of Customer Relationship Management, collaborating effectively is the foundation of a successful business relationship today. In this practical article, the author suggests how managers can build a collaborative environment that will allow them to achieve the full potential of Customer Relationship Management.
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May/June 2001
ASIA'S FOREIGN DEBT: AN EVALUATION AND STRATEGIC OVERVIEW
by N Strizzi
by L Rispoli
The Asian final meltdown, combined with the more recent global economic slowdown, is causing many observers to intensify their focus on Asia's economic and financial situation. Once unquestioned, Asian countries' ability and willingness to meet their foreign debt obligation is now being scrutinized very closely. This article examines some of the major factors that might affect the future debt-servicing capacity of most Asian countries and highlights some of the economic and financial implications for Canadians.
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May/June 2001
BUSINESS ACTIVITIES THAT SUPPORT STRATEGIC EXECUTION
by M Hays
Flexibility is key to an entrepreneur's success, underlining the need for a start up to establish a basic business infrastructure that supports the execution of a flexible strategy. The author of this article interviewed the leaders of 50 rapidly growing firms in the Chicago area. He concluded that building a basic infrastructure enables an entrepreneur to make more effective decisions and increase the chances of building an enterprise that will endure.
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May/June 2001
LEADING AND CREATING VALUE IN THE KNOWLEDGE ECONOMY
by Mark Van Clieaf
Shareholders want not only results, but also results-based leadership. However, today, traditional ways of evaluating that leadership no longer apply. The author conducted seven years of research on leaders and the result is a new model for evaluating the performance of leaders in public companies. Called the Complexity Based Organization, the model identifies the scope and scale jumps of executive work that must be unique in order to add value. The challenge for leaders today, is to fit multiple, value-creation activities that take place at the same time into the organization's structure, decision making and leadership system.
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May/June 2001
UNIVERSITIES AND THE KNOWLEDGE ECONOMY
by P Davenport
Through advanced education and research, universities play a special role in allowing Canadians to take full advantage of the New Economy. Yet the quality and accessibility of that education is imperiled by continually diminishing public funding. Higher student-faculty ratios and the loss of top academic talent to the United States because of more attractive salaries are just two of the realities that diminish quality. Dr. Davenport, the President of the University of Western Ontario, argues that in the Knowledge Economy especially, the quality and accessibility of university education and research must be maintained if society and the firms that operate in it are to benefit. And only increased public funding, supplemented with private giving and tuition, can maintain the quality and accessibility that are hallmarks of a Canadian university education.
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May/June 2001
IN CONVERSATION: WARREN BENNIS
by Stephen Bernhut
"In an analogue world," says one of the foremost authorities on leadership in this interview, "the CEO knew everything. But in the digital world, it's more humility and vulnerability. Leaders have to understand these differences if they want to really create not only intellectual capital but also social capital." Mr. Bennis goes on to describe the challenges facing leaders today and offers his observations on why some of those leaders fail to understand and meet these challenges. He also outlines the qualities that make a leader succeed in these volatile times, and how a leader can create a dynamic organization in which employees work their best and end up wanting to remain with the organization.
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May/June 2000
TENNYSON ON MANAGEMENT
by John S. McCallum
He'll never be considered a management guru, but executives can learn a lot from this Victorian poet.
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May/June 2000
GLOBAL LEADERSHIP AND PERSONAL POWER
by Jeffrey Gandz
Leaders need more than a vision. They need to have a passion, one that will drive them to realize their vision and the power to enact it.
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May/June 2000
CHINA JOINS THE WTO CLUB
by R Dattu
by J Boscariol
by S Spengemann
China is open for business, but for western countries, there are risks and obstacles.
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May/June 2000
E-VENGE OF THE INCUMBENTS
by E Almasy
by Richard Wise
The internet can't do it all. The best business model is built on clicks and bricks.
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May/June 2000
THE CREATIVE WEB
by Lawrence Tapp
by David Conklin
Today, an interconnected web links the smart organization to its suppliers, their suppliers and ultimately, the customers.
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May/June 2000
ENDURING SKILLS OF CHANGE LEADERS
by R Moss Kanter
The bold stroke produces change, but so does "the inevitability of gradualness." The latter approach builds organizations that endure.
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May/June 2000
AN INTERVIEW WITH CHARLES HANDY (PART ONE)
by C Honore
One of the world's pre-eminent management thinkers discusses his anything-but-conventional and more-than-refreshing views on leadership.
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May/June 2000
CREATING CHANGE IN MINDSET AND BEHAVIOR
by V Sathe
Most leaders don't realize that mindset and behavior are the twin drivers of change.
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May/June 2000
THE NEW INFOCRACIES: IMPLICATIONS FOR LEADERSHIP
by JG Clawson
Because an inforcracy is based on power created by access to widely available information, it demands a different type of leadership than a bureaucracy.
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May/June 2000
ASSESSING BOARDS AND INDIVIDUAL DIRECTORS
by J Kazanjian
Canadian companies have been slow in implementing assessment guidelines. This article outlines the risks and advantages of an assessment program and a process for measuring board performance.
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May/June 2000
IN CONVERSATION: PURDY CRAWFORD
by E Pearce
Ivey's Business Leader of the Year. From corporate lawyer to corporate executive, he's proven to be one of Canada's most successful leaders.
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