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Edward Lloyd's Coffee House, where Lloyd's List was originally published in the 17th century (Source: Wikimedia Commons)

Constructive Networking: The Strategies of Players and Purists

Idea posted: February 2015
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD, ESCP

Research and experience tells us that networking improves individual and organizational performance. But how does it work and what dynamics are at play? This research helps us understand the strategies individuals use to build networks and uses specifics about individual’s attitudes, behaviours, and position to identify three networking archetypes - Devoted Players, Purists, and Selective Players. Understanding these archetypes can help organizations encourage constructive networking.

Idea #485
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Character Head N°9, by Franz Xaver Messerschmidt, after 1770. Wien Museum Karlsplaz (Source: Wikimedia Commons)

Facial Cues: Can We Judge Who Looks Like a Leader?

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

Previous studies have shown that facial characteristics can help elevate a person into leadership roles. New research shows that different facial characteristics fit different domains — for example, businesspeople are expected to look ‘competent,’ while sports leaders look more ‘masculine.’ The research also shows that most people don’t have much confidence in their leadership inferences based on facial cues. But those who are confident, including corporate board members, may unconsciously be placing too much weight on facial cues in selecting leaders.

Idea #479
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Joan of Arc depicted on horseback in an illustration from a 1505 manuscript

Younger Generations Determined but Concerned about Leadership

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

The rising generation of young leaders have evolving expectations about leadership. Young leaders are ambitious and willing to work hard, but they also believe that great leadership does not necessarily require compromising work-life balance or authenticity. Organizations must adapt to these expectations if they want to attract the best and the brightest. 

Idea #477
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Two Big Black Hearts, Jim Dine, 1985, Bronze, courtesy deCordova Museum and Sculpture Park, Lincoln MA

Negotiate a Career with a Heart for You and Your Employees

Idea posted: November 2014
  • Strategy
  • Learning & Behaviour
  • Operations

A career with a heart goes beyond job satisfaction. It means being delighted with every job in your career. It’s waking up every morning excited to get to work. A career with a heart is a career that is self-directed, generates positive emotions and is integrated with overall life of the individual. Developing such a career takes hard work — and is built on a series of mindful negotiations. 

Idea #460
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Five Things a New CIO Must Do to Operate as a Business Leader

Idea posted: October 2014
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

In the age of ‘big data’ and all pervasive social media the role of the CIO is increasingly important. However, traditionally seen as a ‘techie’, the CIO needs to shift perspective to operate as a business leader; and the newly appointed CIO must position her or himself to take on this leadership role.

Idea #454
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Contemplation, Ghassan Salman Faidi, 2009 (Source: Wikimedia Commons)

Mindfulness Leads to Better Decisions

Idea posted: September 2014
  • Leadership & Change
  • Learning & Behaviour

Faced with a decision, we are more likely to take the path we want rather than the path we should. The reason is that the want choice is quickly identified through assumptions, easy categorizations or past experiences; the should choice only emerges when time and effort is made to consider new situations or alternative attributes. Increasing the state of conscious awareness known as ‘mindfulness’ during the decision making process will allow decision makers to see the better choice… before it’s too late.

Idea #438
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Why High-Status Companies that Attract the Best Fail to Keep Them

Idea posted: September 2014
  • Leadership & Change
  • Learning & Behaviour

In the labour market, ‘high-status’ companies (the marquee names for people who want to work in that industry, such as Apple for high technology or Goldman Sachs for investment banking) will attract the best and the brightest employees — at least in the beginning of their careers. Once the résumé is burnished with the high-status employer, these employees are even more marketable, and often seek their fortunes elsewhere.

Idea #440
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'Envy' a detail from the 'Table of the Seven Deadly Sins' by Hieronymus Bosch, c.1485, Museo del Prado, Madrid

Turn Employee Envy into a Tool for Personal Development

Idea posted: August 2014
  • Learning & Behaviour
Institutions: INSEAD

Driven by envy — often as a result of misguided performance appraisal systems — employees focus more on undermining their colleagues’ success than beating the firm’s competition. Sensitive management of envy, however, can turn this negative energy into a force for good. 

Idea #424
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Chinese New Year, Dragon Walk, Hong Kong (Source: Wikipedia Commons)

How Landmarks in Time Help Employees Set Aspirational Goals

Idea posted: July 2014
  • Leadership & Change
  • Learning & Behaviour

Temporal landmarks — such as the first day of the year, a milestone birthday or the completion of a major project — can spark an attitude of renewed optimism in people that motivates them to seek out and achieve aspirational goals. Managers should take advantage of temporal landmarks to bolster employee development and achievement.

Idea #416
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Queen Elizabeth I of England, by an unknown Dutch artist, c.1575

Why Women Who Blend Gender and Professional Identities Are Better Negotiators

Idea posted: July 2014
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Women who believe that their gender and professional identities are compatible are more likely to be successful in negotiations and other professional pursuits than women who are unable to ‘integrate’ their multiple identities.

Idea #417
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Third Floor Coffee Bar, London School of Economics, 1964 (Source: Wikimedia Commons)

Building Buy-In: The Value of Informal Relationships and Coalitions

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
Institutions: Baylor University

Being able to influence senior executives is desirable for most, if not all, members of an organization. According to this Idea, the key lies in internal relationships and informal coalitions. These relationships, used by executives positioned in lower levels of the organization, can help span internal boundaries across a company's various business units, thus enabling better communication and better strategic decision-making.

Idea #405
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Rear Adm. Daniel Holloway talks with sailors during his weekly Admiral's ‘brown bag lunch’ aboard aircraft carrier USS Enterprise (Source: Wikipedia Commons)

How Seeing Things Employees’ Way Builds Performance

Idea posted: April 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: London Business School

By adopting an employee-centred attitude to the way you lead, your staff will not only achieve the best for themselves and their own goals, but they will also deliver the best for your business. It requires a move away from the controlling orientation of traditional leadership and towards a more communicative process, in which you try to understand the strengths, fears, and aspirations of employees, and manage them accordingly.

Idea #353
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The Voyage of St. Brendan the Navigator, according to legend this famed traveller reached North America between 512 and 530 AD

How Travelling Abroad Builds Trust and Tolerance

Idea posted: March 2014
  • CSR & Governance
  • Learning & Behaviour
  • Operations

The idea that travel can be important for personal development and ‘growth’ is well established. Spending time overseas can ‘broaden the mind’ — not only by increasing knowledge but also by reducing xenophobia. The maximum benefits, however, might depend on breadth as well as depth of experience. Recent empirical research finds a causal link between the ability to trust and accept others and exposure to a diverse range of ‘out groups’.

Idea #335
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Napoleon on his Imperial Throne, Jean-Auguste-Dominique Ingres, 1806, The Musee de l'Armee, Paris

The Speed of the Ascent: Which Leaders Get the Top Jobs?

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

Although there are many paths to senior roles, and many types of leader that take those paths, the route to the highest level of management, CEO level, appears to be the most clearly defined. And it tends to be established early on in a career. This research gives fresh insights into how people get to the top of the 21st century corporation.

Idea #333
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Self-Reflective Job Titles Reduce Emotional Exhaustion

Idea posted: January 2014
  • CSR & Governance
  • Learning & Behaviour

Allowing employees to give themselves self-reflective job titles — the title of Berkshire Hathaway’s event organizer is Director of Chaos, for example — helps them affirm their identity and, even in the most stressful of jobs, reduce emotional exhaustion. The result is less staff turnover, better teamwork, and higher performance.

Idea #305
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Mary Marvel, the world's mightiest girl, Marvel Comics, illustrator Jack Binder, 1941 (Source: Wikimedia Commons)

Priming Power to Influence and Persuade

Idea posted: December 2013
  • Learning & Behaviour

New research confirms that simply remembering a personal experience with power can increase a person’s appearance of confidence, command and persuasiveness in either the written form or a face-to-face meeting. The researchers focused on job application and interview settings, but the findings can easily apply to a variety of situations.

Idea #289
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Drawing by new or trainee teacher illustrating beliefs about science in the classroom, 2012 (Source: Wikimedia Commons)

Transferring Learning from Classroom to Workplace

Idea posted: December 2013
  • Learning & Behaviour

Leadership development programs have gained popularity over the years, with rising numbers of organizations sending participants on various courses every day. But how can they ensure that the learning from these programs is effectively applied in the workplace? In this Idea, three key areas are identified that play a vital role in the transfer system.

Idea #281
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BOAC advertisement (detail), 1946. BOAC was a British airline, which merged with BEA in 1974 to form British Airways.

Top flight talent? The Value of International Assignments

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

What are the factors – at both an individual level and a corporate level – that affect the relationship between international assignment experience and career advancement? Research suggests it is not as easy for leaders to rise to the top if they have been away from head office for too long.

Idea #244
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The Press Gang, George Goodwin Kilburne, 1839-1924 (Source: Burlington Paintings, London)

Should I stay or should I go? The Power of Headhunters

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

We can learn much from recent research about the behavioural aspects of top executives when approached by search firms. It suggests that the decline in corporate loyalty – prevalent among lower level employees since the downsizing era of the 1980s – has spread to the upper echelons as well.

Idea #233
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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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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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Mount Rushmore: George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln (Source: Wikimedia Commons)

Four Capabilities of Great Strategic Leaders

Idea posted: May 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Intellectual honesty, accountability, and self-awareness are three of the four key capabilities of strategic leaders - leaders capable of inspiring change, innovation, teamwork and competitive performance in their companies and organizations. The final and fourth key capability of strategic leaders is the ability to attract and develop great people - to be a ‘talent magnet’. Boards searching for CEOs, and CEOs searching for a top executive team must interview candidates and select CEOs with these four capabilities in mind. And once successful CEOs and C-

Idea #137
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Forced Entry

When Successful Managers Go off the Rails

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

Managers who are solidly established in their organizations and boast impressive track records can suddenly find their careers ‘derailed.’ They no longer have the skills, mindset, personality or reputation that made them effective leaders in the past; eventually they are demoted, fired or asked to take early retirement. New research from the Center of Creative Leadership confirms the causes of such derailment and also identifies what managers and companies can do today to prevent situations that are not only devastating to the individuals but also costly to their organizations.

Idea #136
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New recruits to the British Army, First World War, Nicholls Horace, © Imperial War Museum (Q 30060)

Onboarding New Employees Successfully

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

Employee turnover can be expensive and time-consuming, so organizations need to know how to get the most from and retain the valuable new additions they make. According to recent research, the secret lies in promoting self-expression and encouraging newcomers to bring their unique values and perspectives to the job. Most importantly, this should be done from the first day through a process known as ‘onboarding’. This Idea offers some practical advice on managing the process.

Idea #135
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Australian Recruitment Poster, World War 2 (Source: Wikimedia)

Leveraging Cyclical Unemployment for a Stronger Workforce

Idea posted: April 2013
  • CSR & Governance
  • Finance
  • Learning & Behaviour

What can we learn from an analysis of the compositional changes in the pool of unemployed over the years? This Idea demonstrates that during recessions, the pool of unemployed shifts disproportionately towards workers with high wages. Unfortunately for the companies letting them go, these are usually also the most productive employees too, but for savvy HR executives that are able to hire them, it could mean great additions to their organization’s workforce.

Idea #094
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American Gothic, Grant Wood, 1930, Art Institute of Chicago

Mars Vs Venus: Gender and Self-Image in the Workplace

Idea posted: March 2013
  • Leadership & Change
  • Learning & Behaviour
Institutions: IE Business School

When it comes to assessing their leadership capability, men and women react quite differently to feedback from their peers. Women are more inclined to take co-workers’ views about them to heart. The way forward for both sexes’ development as leaders is to understand these peer opinions, close the gaps discovered, and seek the right support to build on their leadership competencies.

Idea #108
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Financial Literacy to Get Women on Board

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

What competencies must be displayed by individuals aiming for board-level positions? Traditionally, the answer to this question would include things like knowledge, motivation and networks. While those are certainly still relevant, new research suggests a finance qualification, or background in finance, is also a key influence — especially when the candidate in question is female.

Idea #104
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German Chancellor Angela Merkel and South Korean President Park Geun-hye

How Women Can Be More Politically Savvy at Work

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

Most of us have witnessed or participated of office politics at some point in our careers. What do you do in such a situation? Do you embrace it or avoid it? This Idea shows that contrary to the popular opinion that office politics is ‘bad’, politically savvy executives actually excel in their careers and make effective leaders. 

Idea #091
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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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