|1. TURNING GREAT STRATEGY INTO GREAT PERFORMANCE
By Michael C. Mankins and Richard Steele
Harvard Business Review, July-August 2005
The majority of business strategies deliver only a fraction of their intended value. Why is this?
The answers cut across a spectrum from initial strategy development to ongoing strategy execution – with leadership providing a critical foundation that builds the culture necessary for great organizational performance.
This article provides seven simple yet highly effective rules for helping leaders stay focused and deliver superior business results:
• Keep it Simple, make it concrete.
• Debate assumptions, not forecasts.
• Use a rigorous framework, speak a common language.
• Discuss resource deployments early.
• Clearly identify priorities.
• Continuously monitor performance.
• Reward and develop execution capabilities.
2. SUSTAINABLE BUSINESS: WHERE OUR MORAL COMPASS MEETS THE BOTTOM LINE
By Paul Polman (CEO, Unilever)
Huffington Post, October 8, 2013
Unilever CEO Paul Polman is renowned for his progressive approach to business leadership and being outspoken when it comes to the challenges of the current model of capitalism.
Paul’s October 2013 article in the Huffington Post points out the serious problems he sees with our traditional business model that myopically focusses on short-term shareholder value or “quarterly capitalism” – and provides insight into the tenets for Capitalism 2.0 that promises long-term business success across a broad range of key stakeholders.
3. WHY SO MANY LEADERSHIP PROGRAMS ULTIMATELY FAIL
By Peter Bregman
Harvard Business Review, July 10, 2013
Why do so many leadership development and executive coaching programs fail to get traction when it comes to having leaders fundamentally change their underlying behaviours?
Peter Bregman argues that it has little to do with what we know about leadership and more about how we internalize our leadership journey in practical and tangible ways.
In this article Bregman provides helpful insights into two factors that help organizations close the gap between theory and application by:
• Integrating leadership development into the work itself, and
• Teaching leadership in such a way that requires emotional courage.
4. STORYTELLING THAT MOVES PEOPLE
By Robert McKee and Bronwyn Fryer
Harvard Business Review, June 2003
Why should leaders be effective storytellers and what qualifies them as such? Put simply – a leader’s persuasive influence and ability to inspire their vision in others are pivotal aspects to business success.
In this article Robert McKee, an award-winning writer and director who consults with CEOs, provides his thoughts on how leaders can more powerfully connect with others on deeply emotional levels by telling compelling stories to persuade – instead of relying on dry, traditional, PowerPoint decks that present a rationale case based on logic and intellectual reason.