Seventh Practice: Personal Integrity

For more con­text on this post­ing, please see: The Prac­tice of Lead­er­ship Eight Lead­er­ship Prac­tices First Prac­tice: Know­ing Your Lead­er­ship Edge Sec­ond Prac­tice: Devel­op­ing Your Com­fort Lev­el with Feed­back Third Prac­tice: Car­ing for Self Fourth Prac­tice: Lead­er­ship and Influ­ence Fifth Prac­tice: Dis­cussing Undis­cuss­ables Sixth Prac­tice: On Col­lab­o­rat­ing Eighth Prac­tice: Spir­i­tu­al Per­spec­tive The world, these days, seems to… Con­tin­ue read­ing Sev­enth Prac­tice: Per­son­al Integrity

The Evaluation of Management and Other Leadership Responsibilities

In my last post, I opened the ques­tion of busi­ness mod­els that help us tran­scend a mind­set of “dis­pos­able work­ers.” It’s a tough ques­tion because it calls for dis­cern­ment — the abil­i­ty to judge well. And judg­ment, you know, is a noto­ri­ous source of pro­jec­tion, mis­in­ter­pre­ta­tion, bias, and many oth­er fol­lies. I pre­fer to think… Con­tin­ue read­ing The Eval­u­a­tion of Man­age­ment and Oth­er Lead­er­ship Responsibilities

Walmart is Us

A recent arti­cle on “The Dis­pos­able Work­er” (thank you, Rosa) has me rumi­nat­ing about our cul­ture. Espe­cial­ly after learn­ing that Wal­mart and Kel­ly Ser­vices are the two largest employ­ers in the Unit­ed States beyond the Fed­er­al Gov­ern­ment. Wal­mart alone has 1.8 mil­lion employ­ees, and has been sub­ject to con­sid­er­able con­tro­ver­sy regard­ing its busi­ness prac­tices. Kel­ly… Con­tin­ue read­ing Wal­mart is Us

A Perfect Example of Leadership Development Baloney

Thanks to the Decem­ber Lead­er­ship Devel­op­ment Car­ni­val at Inflex­ion Point and a great post by Wal­ly Bock, I came across this arti­cle from Chief Learn­ing Offi­cer and this report from the ven­er­a­ble Cen­ter for Cre­ative Lead­er­ship (CCL). The CCL report, titled “The Lead­er­ship Gap” describes results of a sur­vey giv­en to 2,200 man­agers in 2006… Con­tin­ue read­ing A Per­fect Exam­ple of Lead­er­ship Devel­op­ment Baloney