Below are some articles that you may find provoking, or least interesting. Simply point your browser to read them.
- Teamwork at the Top by Erika Herb, Keith Leslie & Colin Price, McKinsey Quarterly, 2001, Number 2 The myth of the heroic leader to save a company needs to be put to rest. An effective team is needed to effectively run an organization, yet in their (McKinsey’s survey) only 20% of the executive teams rated themselves as high performing. How would you rate yours?
- The Next Revolution in Interactions, by Scott C. Beardsley, James M Manyika, and Roger P. Roberts, McKinsey Quarterly, 2005, Number 4 The assertion in this article (and their research) is that more interactions are becoming more complex. This requires people to deal with ambiguity and to exercise high levels of judgment. They estimate 41% of the US jobs require these kind of interactions and the trend is growing globally. The challenge becomes, how do companies tap into the productivity of the unique and growing of people who rely on knowledge and judgment.
- Competitive Advantage Through Better Interactions, by Scott C. Beardsley, James M Manyika, and Roger P. Roberts, McKinsey Quarterly, 2006, Number 2. This is a follow-on article to the previous article. This goes into more details about the implications for management practices, systems and the magnitude of changes that need to be made to gain the competitive advantage.
- The Changing Nature of Leadership by André Martin, Center for Creative Leadership. As leaders read this, ask yourself – are you changing as needed? As decision-makers for leadership development, are you developing leaders for tomorrow, today or both? This is a research based look at how the very work of leadership is changing.