We have all experienced a moment of doubt in our right and our ability to lead. “What qualifies me to lead these other humans when I’m wrestling with some of the same things they are?”
Recently, the New York Times reported on a crisis in leadership at the New York City Ballet:
“The country’s premier ballet company, which has defined grace, speed and precision since the days of its co-founder George Balanchine, is now also a stage for the era’s #MeToo convulsions.” In the end, the ballet is looking to hire a new “humane leader.”
Principal dancer Ashley Bouder wrote on Instagram, “May we find a moral and fair individual to lead us out of this darkness and into future respect, integrity and success.” Continue reading The Leadership Game: Deciding Who Gets to Play
85% of employees are “not engaged” or are “actively disengaged,” according to Gallup’s State of the Global Workplace report.
We agree with Jim Harter that this points to a crisis of leadership.
How leaders drive performance is one source of this crisis. Aggressive leaders can push their teams to high performance in the short run but will drive away the best contributors over the long run. Great leaders build teams and team productivity simultaneously by creating great experiences based in great performance. Continue reading A More Humane (and Effective) Performance Review
I think we have some serious questions about leadership before us that need our very best thinking – not one person’s best thinking, but the wisdom of the crowd.
We really need a new way of looking at our humanity if we’re going to deliver the greatest good for the greatest number going forward.
Stephen is the driving force inside the Humane Leadership Conference. He is also Managing Director of Sloan Value Partners, a management consultancy specialising in IT, sales and leadership development. Here are a variety of questions that begin to give us a sense of Stephen’s path here and what’s to come. Continue reading HLC Interview with Stephen Sloan