Ken Blanchard speaks on leadership. As an organization face the urgency for change to remain competitive, they generally cut costs, develop new products, become more efficient or improve quality. This often compels to transform as well. With 72% of change programs failing, the culture will likely go unscathed as belief systems are more difficult to change than policies. However, because a new way of doing things requires a new way of thinking, especially from the leaders and organization the initiative will have merely minuscule results if any.
Authentic leadership consists of inherent tensions: You must remain true to who you are and at the same time adapt or conform to a situation all the while thinking about your worker’s needs. You must decide what's special about you that works with others. What core values compels you? How have your life experiences shaped you? What strengths differentiate you? What weaknesses
Our research indicates turnover among your least effective people is generally healthy for a company. This is true when you have excluded new people from your productivity assessment. Even if your lowest performers
How leaders respond under growing pressures is an indicator of their leadership readiness, maturity and acumen. Their success at building trust is displayed in the slow ebb of diminishing innovation, customer service and disengagement.