Annoyed by a coworker who was constantly whistling, the employee did what all people who fear confrontation do: He gave the job to someone else. He called over a coworker on the pretense of having her look at something on his computer screen. When she arrived at his cubicle, she heard the whistling and immediately shouted for the offender to stop, calling him a "freaking moron." The whistling stopped. Chalk up another one for the brash talkers!
Stories by John Baldoni
In 1999, a three-year old girl in London named Isabel received a diagnosis of chicken pox. Overnight she took a turn for the worse and at the hospital was diagnosed with a deadly flesh-eating disease. Fortunately she recovered, but her stockbroker father, Jason Maude, wanted to develop a way to prevent such misdiagnoses. Together with Dr. Joseph Brito, who had treated his daughter in intensive care, he developed a diagnostic decision-based software tool that would help physicians make more accurate diagnoses. He called it <a href="http://www.isabelhealthcare.com/home/default">Isabel</a>.
When asked by Larry King what makes a comedian really good, Jerry Seinfeld, one of the best certainly, replied that it was a comedian who cared about his audience. Seinfeld took aim at comedians whose material says, "Hey, look at me, I'm funny." Good comedy is about whether the audience is enjoying the act, comedian and material together. Ego plays a strong role in stand-up comedy, but skilled comedians like Seinfeld learn to sublimate the ego for the material, for the laughs. For leaders who do public speaking or presentations, there's a lesson here: <a href="http://www.cio.com/article/364863/Don_t_Lead_With_Your_Ego">It's not about you.</a>
Why do organizations fail? That is a question that business school professors use to provoke students to investigate reasons why companies did not fulfill expectations. One reason that noted author and global consultant <a href="http://www.cio.com/article/31442/Book_Excerpt_Execution_The_Discipline_of_Getting_Things_Done">Ram Charan</a> gives, and has written extensively about it, is a <a href="http://www.cio.com/article/123310/Why_Has_Strategic_Execution_Remained_a_Problem_for_Years">failure of execution</a>. Companies dream big, but the rest of the organization never embraces that dream and it fails.
Compassion. Candor. Transparency. A focus on family.
College basketball is a coach's game. Coaches, together with their assistants, teach individual skills as well as team fundamentals. They can work with players to elevate for a jump shot, set feet for a screen, and determine finger placement for a free throw. College coaches teach players to create a zone defense, set up a back-door play, and establish offensive presence. What coaches cannot do is teach a player to have the game come to him: to read a defense so the player can exploit the weakness and score a basket. Taking over a game, that is, imposing your will on a team, is even more advanced; such ability emerges from physical presence as well as from experience. In short, players play, but coaches watch.
The management model is being challenged. The weakening economy, an escalating credit crisis and the rising price of oil have led to market jitters and the departures of CEOs of major financial institutions like CitiCorp and <a href="http://www.cio.com/article/162851/subject/Merrill+Lynch+%26+Co.+Inc.">Merrill Lynch</a>. With those events as the backdrop, New York Times reporter Nelson D. Schwartz wondered in an article last month if we would see the rise of the CEO 3.0.
Your job as a leader requires creating a vision that not only paints a compelling future but also inspires people to want to make the journey there. Craft a vision that is unattainable or inexplicable, or both, and you and your followers are likely to expend precious time and energy working at cross-purposes-and getting nowhere.
Effective visions push organisations, and the individuals within those organisations, to look outside themselves to see not what they are now but, rather, what they can become. At the same time, visions are also about creating expectations--both organisationally and personally. These expectations must be clear, straightforward, and rooted in the here and now.
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