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Strategies for Successful Work/Life Balance

Idea posted: January 2013
  • Learning & Behaviour

By identifying the patterns and parameters of your own work/life balance, you can create a structure to effectively manage the challenges faced in both these roles. This structure can de-stress, refocus and reenergise a leader and their workforce.

Idea #008
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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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Details, drills and measuring tools

Beyond 'One-Size-Fits-All' Leadership Development

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

Different methods are suited to the learning needs of different leaders. There are unique challenges faced by leaders in different situations and at different stages of development, and as such, and a ‘one-size-fits-all’ type of methodology may not always be the best strategy for leadership development practitioners.

Idea #003
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Business meditation

Mindfulness and Meditation for Leadership Development

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

Meditation and mindfulness can play a positive role in leadership development, and should therefore be considered as an important component in learning and training initiatives. In the absence of mindfulness such initiatives lose impact in areas such as stress management, decision-making and risk taking.

Idea #005
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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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Rainbow people

An Holistic Understanding of Management

Idea posted: January 2013
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour
Institutions: IESE Business School

Organizations should rethink management development, taking into account that the challenges faced by managers, during a time of social and economic crisis, can be better overcome by an integrative, holistic and humanistic approach to management. 

Idea #053
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Chinese Folk Art (Source: Cultural-China.com)

Chinese Philosophy: Lessons for Western Leaders

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

Some of the limitations in Western leadership theories can be overcome by using classical Chinese philosophy as a mirror to hold up against them. Chinese philosophy offers a different way of thinking, focusing more on relationships than the leader in isolation. These ideas can help find alternatives to current leadership models. 

Idea #065
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Chief Information Officers: Secrets to Success

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

A valuable learning tool for CIOs, this Idea draws upon the successes and experiences of 14 extraordinary Chief Information Officers from organizations including FedEx, Cisco, Time Warner and the US Department of Defence. Cross-referencing both personal characteristics and environmental factors universal to all 14 we can define and determine the skills needed to excel in this role.

Idea #069
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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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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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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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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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Taxcaltecans meets Hernan Cortez. Mural created by Desiderio Hernandez Xochitiotzin 1956-2000. Palacio de Gobierno, Tlaxcala City (Source: Wikimedia Commons)

Avoiding Managerial Derailment in Latin America

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

Why do some managers ‘derail’ and how do these factors differ in various regions of the world? In the research behind this Idea, managers in Latin America and the U.S were compared to analyse managerial derailment. The Idea offers suggestions as to what Latin American organizations can do to avoid this and effectively develop their leaders to an international level.

Idea #245
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Global Leadership: One Size Does Not Fit All

Idea posted: November 2013
  • Leadership & Change
  • Learning & Behaviour
  • Operations

Successful leaders, it’s commonly acknowledged, share certain core characteristics and competences. You don’t get very far in business without, for example, the ability to ‘envision’ the future, set and design strategy, and motivate others to achieve shared goals. But not all successful leaders are the same. A recent global study finds significant regional variations in the behaviours of successful leaders — and in the expectations and preferences of their followers.

Idea #250
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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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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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Andrus Ansip, Prime Minister of Estonia, witnesses a nitrocellulose explosion 2012 (Source: Wikimedia Commons)

Can Stress Improve Experiential Learning for Leaders?

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

In this Idea, the behavioural neuroscience (or ‘psychobiology’) of learning is explored, suggesting that the key to better learning may be to ensure raised heart-rates — something that take place when participants feel challenged and taken out of their comfort zones. 

Idea #297
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Changing Attitudes to Business Ethics: Insights from South Africa

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

The past 20 years or so have seen a marked change in attitudes towards ethics among South African business-school students. Recent MBA graduates have stronger opinions on what is ‘wrong’ and what is ‘right’ business behaviour and are more likely to think in terms of moral absolutes. This has significant implications for business schools and educators — and for companies and employers.

Idea #319
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David Garrick in the title role in Act V, Scene 3 of Shakespeare's Richard III, by William Hogarth, 1745 (Courtesy: Walker Art Gallery, Liverpool)

How Valuable is Integrity for Mid- and Top-Level Executives?

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

Too many headlines in recent years have paid testament to the fact that leaders can be prone to ethical lapses. Perhaps this is why integrity is today, more than ever, considered to be a fundamental character strength for managers at all levels of an organization. In this Idea, however, integrity is shown to be relatively less important for middle-level executives compared to other character strengths, such as social intelligence.

Idea #352
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Why books are always better than movies? An image made by Massimo Barbieri using the free software Gimp, 2009 (Source: Wikimedia Commons)

Understanding Dreams: A New Tool for the Executive Coach?

Idea posted: April 2014
  • CSR & Governance
  • Learning & Behaviour
Institutions: INSEAD

Dreams can provide powerful clues to someone’s mental and emotional state. They can also be a ‘path’ to conflict resolution and problem-solving, helping people confront deep-seated fears and concerns. Dream recall can, therefore, be an important part of executive and leadership coaching.

Idea #371
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“And dressed myself in such humility that I did pluck allegiance from men's hearts.” Shakespeare’s Henry IV Part 1. Painting of Henry IV, British School, 1620s, Dulwich Picture Gallery

How Humility in the CEO Improves Management Performance

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

Humility on the part of a CEO can lead to highly beneficial results in their organization; humble CEOs improve top management team integration, which in turn increases middle managers’ perception of an empowering organizational climate, resulting in better work engagement, commitment, and job performance. Read on to learn more about why this trait is so important for CEOs to develop.

Idea #375
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An Holistic Approach to Leadership Development

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

Leadership development tends to focus on behavioural competencies, and how these can be attuned to create more effective leaders. This Idea takes a different approach: look beyond competencies and consider inner experiences as well. Such a holistic approach can help organizations and their leaders utilize a broader repertoire of responses to difficult situations.

Idea #383
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The Pros Vs Cons of Online Management Education

Idea posted: June 2014
  • Learning & Behaviour

Are you thinking of enrolling your employees on an executive education program, or investing in one yourself? Would you consider opting for an online program? These are certainly gaining prominence with several traditional business schools now conducting certain programs entirely online. This Idea looks at the pros and cons of online learning, and what you need to consider before endorsing one.

Idea #389
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A copy of Auguste Rodin's The Thinker on the Columbia University campus (Source: Wikimedia Commons)

How Reflection Aids Performance: The Thinker as Learner

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

What is ‘learning-by-thinking’ and how can it improve individual performance in your organization? This Idea explains why it is important to incorporate time for reflection in the learning process, and how it differs from learning by experience alone, without reflection. 

Idea #390
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George Washington and the cherry tree. A lithograph by John C. McRae, 1867, after a painting by G. G. White

How to Limit Ambiguity of Responsibility and Learn from Failure

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

Failed experiences are not always a bad thing; they can be sources of learning, and improved performance. However, individuals do not always learn from failure. Whether they attribute that failure internally or externally has a role to play in their learning, and an additional factor is how ambiguous their responsibility for that task was. This Idea explores these factors and more.

Idea #396
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The School of Athens (detail), fresco by Raphael in the Apostolic Chapel, Vatican City

Be a Learning Leader

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour
Institutions: Henley Business School

For organizations to learn and adapt, their employees must also learn and adapt. Leaders inspire learning through a range of relationships with direct reports and peers. They must develop relationships that encourage and facilitate individual learning. Different types of learning relationship need distinct personal leadership behaviours. Leaders can adapt to the different learner expectations and create conducive conditions for improving organizations’ learning performance.

Idea #407
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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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Lion tamer in cage with two lions, a lioness, and two tigers.  Chromolithograph, Gibson & Co. (Cincinnati, Ohio), published c. 1873 (Source: Wikimedia Commons)

Coaches Needed to Help CEOs and Senior Managers

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

Nearly two-thirds of CEOs do not receive any coaching or leadership advice from the outside (e.g. from mentors, coaches or consultants), says a Stanford survey on executive coaching. Yet the CEOs would welcome the help. The survey shows that nearly 100% would welcome outside advice and coaching — especially on issues such as sharing, leadership delegation, and conflict management — the major developmental areas of concern for CEOs.

Idea #442
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Richard Long, Edward G. Robinson, Loretta Young, Martha Wentworth, Orson Welles, Philip Merivale, Byron Keith, in The Stranger, 1946, directed by Orson Welles (Source: Wikimedia Commons)

Succession Planning: Boards Need to Know Their Senior Managers

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

When a CEO leaves, his or her successor will be chosen from among internal and external candidates. Research shows that a board of directors will know surprisingly little about internal candidates, since directors have minimal interaction with executives below the CEO level — often limited to formal board presentations. Effective succession planning requires directors to become more directly involved in the organization’s talent development program.

Idea #443
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