Business Model and Practices > Strategy, Leadership, Boards and Governance
Maximize impact as leaders by promoting alignment, developing good relationships and taking full responsibility
Maximize impact as leaders by promoting alignment, developing good relationships and taking full responsibility
Innovative Practices
- Balance focus on both high-level strategy and day-to-day execution
- Make hard decisions in timely and transparent manner, involving team members in decision-making process
- Establish effective leadership teams and mechanisms to ensure alignment on priorities and decisions
- Motivate team by communicating vision, goals, and expectations clearly
- Develop strong bonds with your team members, exhibiting empathy and concern for each of them
- Take full responsibility for your own and your team's actions and failures
- Act in way befitting great leaders, becoming great role models for your team
Books and Other Recommended Sources
- #AskGaryVee: One Entrepreneur's Take on Leadership, Social Media and Awareness, by Gary Vaynerchuk (2016)
- The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, by Ben Horowitz (2014)
- Traction: Get a Grip on Your Business, by Gino Wickman (2012)
- Exponential Organizations: Why New Organizations Are Ten Times Better, Faster, and Cheaper Than Yours (and What to Do About It), by Salim Ismail, et. al. (2014)
- How Google Works, by Eric Schmidt, Jonathan Rosenberg (2014)
- Extreme Ownership: How US Navy SEALs Lead and Win, by Jocko Willink, Leif Babin (2015)
- Scaling Up: How a Few Companies Make It... and Why the Rest Don't, by Verne Harnish (2014)
- The Advantage: Why Organizational Health Trumps Everything Else in Business, by Patrick Lencioni (2012)
- Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek (2014)
- Creativity, Inc.: Overcoming the Unseen Forces that Stand in the Way of True Inspiration, by Ed Catmull, Amy Wallace (2014)
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Top Barriers Organizations Face in Adopting AI Lack of clear strategy and skilled talent identified by McKinsey as top barriers of organizations in adopting AI in 2018 February 15, 2019 |
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Leadership Strategies on Agile Operations Reinventor leaders in IBM survey more likely to have skilled people, right partnerships, and agile mindset than practitioners and aspirationals August 24, 2018 |
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Leadership Strategies on Open Culture IBM survey finds seven in ten reinventor leaders actively solicit employee input, empower teams, and promote collaboration, more so than practitioners and aspirationals August 16, 2018 |
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Leadership Strategies on Dynamic Vision Reinventor leaders in IBM survey more likely to have strong vision where they are heading, are more transparent and collaborative on their vision, and clearly communicate it to employees August 14, 2018 |
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