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Early experimental digital photograph by Rick Doble, 2000 (Source: Wikimedia Commons)

IT Leadership: Shifting Mindsets to Add Value

Idea posted: April 2014
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Learning & Behaviour

How is IT managed in your organization? Most organizations do not think of this as a crucial question to consider, but in order to ensure competitive success in today’s complex business environment, responsibility for IT decision-making should be shared and not left solely in the hands of the CIO. Read on to find out more.

Idea #359
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Securing Talent with a Superior Employee Value Proposition

Idea posted: March 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

A shift is taking place in the business world; power has moved from employers to employees. In this Idea, the reasons behind this shift are explored, and advice is provided to organizations on how to ensure they successfully attract, develop and retain employees, and remain an ‘employer of choice’.

Idea #348
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Changing Corporate Learning: 5 Ways to Make it Work

Idea posted: January 2014
  • Learning & Behaviour
Institutions: IMD

Are you satisfied with the work of your organization’s learning functions? Surveys have shown that a majority of managers believe corporate learning initiatives result in little change in employee performance. This Idea proposes five important changes to the way corporate learning is approached; changes that organizations need to make to ensure their corporate learning functions work effectively.

Idea #294
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Weightlifter figure on the Royal Caribbean International, Mariner of the Seas cruise ship (Source: Wikimedia Commons)

Three Ways to Overcome Your Power Deficit

Idea posted: August 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

'Power shortage’ is not just a term for the energy industry; executives frequently experience deficits in their power to influence as well. According to this Idea, there are three power sources that need to be maintained in order to avoid, or recover from, a power deficit. 

Idea #192
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Leading Complex Projects through Collaboration

Idea posted: February 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

Pooling the ideas, resources, commitment and efforts of many is more effective than relying on the few best individuals in an organization. Here, the example of CERN and their successful collaborative model of project management is used to illustrate the ways to lead through collaboration and harmony - collaborative leadership lessons from CERN: the world’s largest physics experiment.

Idea #022
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The Lone Ranger and Tonto, The Lone Ranger, 1949–1957, Dir. George W. Trendle

Leadership Dyads: Beauty, Disaster, and the Big Five

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

‘Leadership dyads’ — or leader/deputy partnerships — can be optimised for high performance by looking at the similarities and differences between the two individual personalities, and marrying them to form a complimentary dyad. This can lead to great results for an organization as a whole. Key to applying this Idea is self-awareness — a rare and precious talent indeed. Fortunately, there is a five-factor personality model — ‘the Big Five’ — that we can use to help us achieve it. 

Idea #068
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Her Complexities, Jennifer Main, www.jennifermaingallery.com

How Women Leaders Can Avoid the Gender Trap

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

There is a ‘Gender Trap’ that women leaders face. The received wisdom that female executives looking to get ahead should adopt male leadership traits is defunct. Traits a male can ‘get away with’, or even be praised for, are perceived very differently in a woman. To break the trap and cultivate a winning leadership style: women must live up to collective expectations of what makes a leader, but remain true to certain gender expectations too. 

Idea #072
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Winston Churchill, 1941 (Source: Wikimedia)

Leadership Essentials: Diagnostics, Influence and Energy

Idea posted: January 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

There are three essential prerequisites - diagnostics, influence and energy - that would-be leaders must develop at the start of their managerial careers and maintain to become successful. This Idea describes these prerequisites and suggests five essential tools that managers can adopt to assist the development of diagnostics, influence and energy.

Idea #064
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Frederick the Great of Prussia, J.H.C. Franke, c.1763

Five Traits of the Better Leader

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

Becoming a good leader requires having to work hard on yourself, even if good leaders make it look easy. The same traits - or dimensions - that are traditionally considered essential for executives to grow can in fact become a hindrance for them. Executives should practice self-awareness, and learn to adapt when needed.

Idea #044
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Leadership Development: Up Close and Personal

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour

Leadership courses that focus on the personal development of participants can play a significant role in transforming potentially regressive experiences into material for learning, experimentation, and growth. It is this “personalization process” that enables ongoing leader development.

Idea #001
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Bricklayer to Architect: How Managers Become Leaders

Idea posted: January 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IMD

Many executives making the shift from leading a function to leading an enterprise can stumble as they take the step up. It’s tough to do. We are asking someone to shift from left-brain, analytical thinking to right-brain conceptual mind-sets. It’s a big change. Michael D. Watkins highlights seven Seismic Shifts here that allow the emerging leader to do that over time: to draw focus from a wider lens, and make the transition successfully.

Idea #060
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