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Scoop.it!
After years of study, Google uses a few simple questions to identify the company's best leaders. 
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Scoop.it!
Some senior leaders take to engaging in the Enterprise Social Network (ESN) quickly and easily. They use their own example to endorse the ESN for use across the organisation and to extend the reach and impact of their own leadership. Other leaders however, struggle or perhaps even refuse to embrace the platform.
So why this disconnect, this glaring gap between the imperative, their commitment to transparency and the reluctance to capitalise on the opportunity of the ESN?
Andrew Gerkens's insight:
I wrote this piece to reflect on some of my experiences influencing human systems. The piece uses the Immunity To Change methodology to explore assumptions and beliefs that might underpin senior leader avoidance of the use of Enterprise Social Networks. I also share some of how my own beliefs and behaviours have impacted my ability to influence effectively.
Scoop.it!
Allowing people and teams to connect and interact
Andrew Gerkens's insight:
A great post that reminds us that people, purpose and trust drive the social organisation, not technology. With much of the value of ESNs being created by small purpose driven groups, it can be difficult for senior leaders to understand what role they should play. Leaders should see themselves as enablers of the social enterprise, role modeling openness and transparency and encouraging others to share, solve and create with purpose.
Scoop.it!
To compete at the speed of digital, you need to unleash your strategy, your structure, and your people.
Andrew Gerkens's insight:
Leadership, Capability, Purpose, Talent etc. - Organising for urgency
Scoop.it!
Andrew Gerkens's insight:
I love this simple summary and these key statements: 'Successful leadership is, at root, about influencing others, and trust is the foundation of all ability to influence others. You cannot influence anyone who does not trust you. If people believe in your competence and character, they will trust you to do the right thing'.
Scoop.it!
Andrew Gerkens's insight:
This paper, explores the key drivers of profitability and productivity identified in the 2011 High Performing Workplace Index report. In order of strength of correlation they are: 1.Leadership, 2. Innovation, 3. Customer Orientation, 4. Fairness, 5. Employee Experience. Page nine explores the importance of a 'developmental orientation' by leaders; the mindset that can drive employee engagement, experimentation and creativity. The paper also includes a diagnostic tool that can be used by individuals/teams to explore each of the five drivers.
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Scoop.it!
So leaders that do these 3 things, immediately, can start to change this perception.
Andrew Gerkens's insight:
A study by employee engagement company Achievers indicates that 91 percent of employees did not see leaders as very committed to improving company culture. 38 percent have either "never heard senior leadership talk about culture" or say "they talk about it, but there's no action to back it up."
Scoop.it!
Many of our deeply held leadership assumptions were informed and formed by traditional leadership frameworks primarily developed and written in the 20th century. Now, we shift focus to develop organizational frameworks rooted in nature.
Andrew Gerkens's insight:
Letting go of control to unleash the untapped energy of our organisations...
'When you think of your organization as a living system, the system is dynamic and already filled with energy. It doesn’t need an outside power source to get it moving, it is already in motion. Therefore, when we focus on controlling an organization that is a living system, it interferes with the energy that is naturally flowing through and within the system'.
Scoop.it!
From
medium
When we talk about the future of work, we talk about managing learning, creativity, uncertainty and complexity as human roles. The processes, the predictable and routine will be automated. What we do…
Andrew Gerkens's insight:
Productive discomfort as a tool for enabling people to thrive in an uncertain world. Simon Terry's points on leadership in achievement (comfort) cultures vs. that of collaborative growth (productive discomfort) cultures really resonated.
Link to Part 2 - https://simonterry.com/2018/04/10/part-2-personal-discomfort-in-the-futureofwork/
Link to Part 3 - https://simonterry.com/2018/04/12/part-3-the-discomfort-of-working-with-reality/
Scoop.it!
Most of us have heard time and time again that "people don't leave companies, they leave managers". I can't recall ever seeing any compelling evidence for this. In our upcoming 2016 New Tech benchmark
Andrew Gerkens's insight:
A really interesting piece exploring the popular myth that "people join organisations, but leave managers". Culture Amp employee engagement data explores the myth and the findings may surprise you...
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'The best managers are those who help their teams succeed'.
Google identified the key beahviours of its best leaders. Then Google began asking team members to answer 13 questions, only one of which, relates to technical (hard) skills.