Not enough leadership teams question whether they are clear about their company's value proposition or can state what differentiates their organization, write Leinwand and Bäumler. If you want to create a culture of accountability and improvement, they say you must ask these and other difficult questions about your organizational strategy.
Live by your core values and act on behalf of others when times are tough, writes Barter, the CEO of Datron World Communications. Barter explains, "It's not just about me surviving the challenge--everyone is trying to survive and overcome the challenge set before them."
Arguing that it is past time for a new business model in higher education, Jim Galbally and Karl Haden explain the flaws in current leadership approaches and propose a scorecard model to effect sustainable change.
Hallberg recommends asking your staff to rate the organization in such areas as accountability, communication, and recognition, and to do it on a quarterly basis. While the answers may be difficult to hear, you'll learn what's going on and who might become your next set of leaders.
Do workaholics, perceived to be “working themselves to death,” really have an increased risk of such health issues as heart attack and stroke? Knowledge@Wharton looks at new research from management professors Nancy Rothbard and Lieke ten Brummelhuis, and consultant Benjamin Uhrich. What they found might surprise you.
Need to achieve reflective, mindful work? It becomes easier when you take time out to be introspective and practice being in the moment by refusing to multitask, writes Love, explaining that "You'll feel more balanced; you will become less reactive and more thoughtful as events in the workplace unfold; and you'll be far more able to effectively manage stress."