Tag Archives: Leadership

[Recommended Reading] John C. MAXWELL

Source: John C. MAXWELL Wikipedia

“John Calvin Maxwell (born 1947) is an American author, speaker, and pastor who has written many books, primarily focusing on leadership. Titles include The 21 Irrefutable Laws of Leadership and The 21 Indispensable Qualities of a Leader. His books have sold millions of copies, with some on the New York Times Best Seller List.


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[Recommended] HBR – A Leader’s Framework for Decision Making

” Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly.

Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts:

Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Often, the right answer is self-evident. In this realm of “known knowns,” leaders must first assess the facts of a situation—that is, “sense” it—then categorize and respond to it.

Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. This is the realm of “known unknowns.” Here, leaders must sense, analyze, and respond.

In a complex context, right answers can’t be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. This is the realm of “unknown unknowns,” where much of contemporary business operates. Leaders in this context need to probe first, then sense, and then respond.

In a chaotic context, searching for right answers is pointless. The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. This is the realm of unknowables (the events of September 11, 2001, fall into this category). In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity.

The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways.”

Source: HBR – A Leader’s Framework for Decision Making 

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[Recommended Book] Managing to Learn: Using the A3 management process by John Shook

Source: Managing to Learn: Using the A3 Management Process by John SHOOK Amazon

“Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the vital A3 management process at the heart of lean management and lean leadership. Constructed as a dialogue between a manager and his boss, the book explains how A3 thinking helps managers and executives identify, frame, and then act on problems and challenges. Shook calls this approach, which is captured in the simple structure of an A3 report, the key to Toyota’s entire system of developing talent and continually deepening its knowledge and capabilities. The A3 Report is a Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. A3 paper is the international term for a large sheet of paper, roughly equivalent to the 11-by-17-inch U.S. sheet. The widespread adoption of the A3 process standardizes a methodology for innovating, planning, problem-solving, and building foundational structures for sharing a broader and deeper form of thinking that produces organizational learning deeply rooted in the work itself, says Shook. Management expert James Womack predicts Managing to Learn will have a deep impact on the way lean companies manage people. He believes readers will learn an underlying way of thinking that reframes all activities as learning activities at every level of the organization, whether it’s standardized work and kaizen at the individual level, system kaizen at the managerial level, or fundamental strategic decisions at the corporate level. A unique layout puts the thoughts of a lean manager struggling to apply the A3 process to a key project on one side of the page and the probing questions of the boss who is coaching him through the process on the other side. As a result, readers learn how to write a powerful A3 – while learning why the technique is at the core of lean management and lean leadership.”

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[Recommended Training] Leaders Academy

Source: www.leaders.ro

“Experienta de leadership despre care vei vorbi tot restul vietii tale!

  • Program special creat pentru noul val de manageri si antreprenori romani
  • Intalniri cu lideri din business, arta, sport si societatea civila
  • Redescoperirea leadershipului autentic
  • Observare si feedback pe intreaga durata a programului din partea unui coach si a unor facilitatori
  • Activitati de leadership experiential unice in Romania: supravietuire, teatru, simulari de business
  • Planuri concrete de actiune, sesiuni de follow-up si intalniri de networking”


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[Recommended] Simon Sinek: Why Leaders Eat Last

Source: 99U YouTube Simon SINEK: Why Leaders Eat Last

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