Basically, our organizations are groups of humans using a variety of tools and processes to produce something good in the world. We cannot escape that leaders are humans trying to help other humans in their pursuit of some goal.
We can try to augment, extend, and overcome our humanity, or we can seek to accept, enhance, leverage, and maybe even transcend our current conception of our humanity. Continue reading Humanity
We must improve our ability to deliver the goods and services we promise; leaders must add efficacy, efficiency and ultimately, quality of experience.
Improved performance of the team over time is the simplest measure of the quality of the team’s leadership.
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 Performance
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
Every business or nonprofit organization is a social experiment being run by its leaders.
Born out of our experience, most of us believe “I can do better than my old boss,” and so the experiments begin, often with little consideration of how our approach will directly impact our teams, our customers’ experiences, or our business outcomes. Continue reading Every Organization is a Social Experiment
As a serendipitous addition to our work with young people, Nick Lawler’s daughter, Eloise, offered to intern with us for a couple of weeks at the end of the summer. A millennial college student in Bristol, she reviewed our tools and offerings and gave us feedback on their relevance to a young audience. She also hosted our first gathering of teenagers who discussed the leadership maturity curve, the coffee jig, and the hindrances jig with great insights.
Topics discussed in this interview
- Leading millenials
- Segregation of generations and cultures
- Opportunity and the need for tools to navigate one’s life path
Continue reading Interview with Eloise Lawler