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Alice and the Queen of Hearts

Bossy: What’s Gender Got to Do with It?

Idea posted: May 2015
  • Leadership & Change
  • Learning & Behaviour

Bossy is not a synonym for assertiveness, or other positive executive leadership skills, and women are labelled bossy in the workplace more often than men are. But what lessons can be learned — for both genders — from  this blatant, and damaging, double-standard?

Idea #511
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'Remnants of an Army' by Elizabeth Butler, 1877. Portraying William Brydon, the only survivor the evacuation from Kabul in January 1842. Ferens Art Gallery, Hull

Learning from Expatriate Experience After the Return Home

Idea posted: March 2015
  • Strategy
  • CSR & Governance
  • Learning & Behaviour
  • Operations
Institutions: IESE Business School

Expatriates who return home bring with them the knowledge benefits of the relationships that they made during their international assignments. New research shows that these knowledge benefits continue even after the assignment because the expatriate still has the connections with his or her former colleagues in the international host office. 

Idea #493
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Firms Are Not Adapting to the Millennial Workforce

Idea posted: February 2015
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour

Millennials bring technological savvy to the workplace, but also require focused managerial attention. According to the latest CFO Survey from Duke Fuqua and CFO Magazine, many companies — especially American companies — are not adapting to attract or retain millennials.

Idea #481
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Why Women, Particularly Mothers, Miss Out on Mentors and Networking

Idea posted: May 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Mentorship can overcome the barriers to leadership positions for women. Even with mentors, however, women, especially those with children, face continued resistance in personal development, included limited access to the networking opportunities so vital to a leadership career.

Idea #376
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US TV sitcom Happy Days, 1975, broadcast by ABC. Pictured are Potsie (Anson Williams), Richie (Ron Howard), Fonzie (Henry Winkler) and Ralph Malph (Donny Most) (Source: Wikimedia Commons)

Coaches, Mentors and the Risk of ‘Rescuer Syndrome’

Idea posted: October 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Coaching and mentoring are increasingly seen as integral to effective leadership development. Like all ‘therapeutic’ interventions, however, they carry risks. Some executives are attracted to the mentoring role for complicated personal reasons and may form ‘co-dependent’ relationships that do more harm than good. Organizations need to take steps to protect mentors and the people they’re trying to help from ‘rescuer syndrome’.

Idea #240
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Group Coaching: The ‘X-Factor’ Explained

Idea posted: October 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Group coaching can be a catalyst for both individual and organizational change. Its ‘active ingredients’, however, are not commonly understood. Greater awareness of why and when group coaching works can help maximise its benefits. Anecdotal evidence and research suggest effective sessions share a number of key characteristics.

Idea #234
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How Formal Mentoring Affects Workplace Networks

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

How do widespread organizational practices like formal mentoring affect employee networking? According to this Idea, formal mentoring programs could provide boosts in visibility, increasing participants’ attractiveness as network partners. However, these benefits seem to arise more for women than men. 

Idea #199
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Harnessing Individual and Organization Networks

Idea posted: February 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Leveraging employee networks can optimize individual and organizational performance and unearth hidden talent. Organizations teem with informal employee networks. Awareness of these living networks, and an understanding of how collaborations take place between top performers, can be a great, effective tool for overall success. To do so, managers must understand both the structure of talent networks within their company, and the categories their employees fall into. 

Idea #017
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Attracting, Developing and Retaining Millennials

Idea posted: February 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The number of ‘Millennials’ entering the workforce is peaking, and there is now global interest in understanding how best to manage them. By some estimates, nearly 80 million Millennials (young adults born between the late 1970s to early 2000s) make up today’s global workforce. There is also evidence that they are fundamentally changing how business is conducted. Here are some steps to maximizing their effectiveness in your organization. 

Idea #086
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Helping Employees Realize Their Dreams: The Search for Meaning

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

Do you want a more engaged and productive workforce?  You’re not alone—all managers do! To achieve this, managers can help employees realize and reclaim their lost dreams through tailored career development programs. This Idea offers four practical strategies to help you do this.

Idea #015
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Shaping a Global Leadership Strategy For Cross-Cultural Effectiveness

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

In organizations across the globe, managers at all levels must be trained and ‘groomed’ for future leadership roles. But will a manager in Delhi respond in the same way to the same training as a manager in Beijing – or in California, or Singapore? This research Idea from CCL identifies both the universal sources of leadership learning, found across China, India, Singapore and the US, as well as unique approaches specific to each country – by way of a cross-country comparison of developmental experiences.

Idea #046
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Closing the Generation Y/Management Gap

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

Some of what we read about ‘Gen Y’ is exciting (they are super-talented, highly motivated); and some more damning (they are selfish, with a sense of entitlement). Some say there is nothing new under the sun and ‘Gen Y’ is merely an immature ‘Gen X’. What’s not in question is that there exists a disconnect between Generation Y and their employers; in terms of perspective and expectations. This disconnect can and must be bridged to create maximum value in an organization. This Idea suggests how it can be done. 

Idea #067
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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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Inspiring Indian Business Leaders’ Development

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

The most effective leadership development breakthroughs for business leaders in India come from events during their lives and on-the-job experiences; and not necessarily through classroom learning. This Idea explores that research-based notion, and the important role senior leaders have to play in becoming inspiring bosses and positive role models.

Idea #057
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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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