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25 minutes | 2 months ago
Building Trust through Communication
Communication is the most important skill you have have in leadership. In today's enNovo Radio, I talk about the trust and relationship built with the teams I work with because of the communication I have with them. Communication must be consistent, open, relational and transparent. If you will follow these tips, people can learn who you and, as you consistently product and execute, move from positions of worry to positions of complete trust in you and your teams. --- Send in a voice message: https://anchor.fm/ennovoradio/message
21 minutes | 2 months ago
Liquid Teams in a CUVA World
Adapting Allard de Jong's article from LinkedIn, and explaining it's value to Leadership 4.0, I take a look at the CUVA (collaboration, uncertainty, virtualness, and adaptability) Context that has created the possibility of liquid teams. These are teams that have a fluid shape, fluid membership, and fluid leadership. --- Send in a voice message: https://anchor.fm/ennovoradio/message
20 minutes | 3 months ago
Rethinking Your Leadership Selection Process
Gallup research shows that at the managerial level, organizations fail to pick high-talent candidates 82% of the time. Today, I look at an article from Gallup Research entitled, "Create a Leadership Selection Strategy Based on Potential" (Link: https://www.gallup.com/workplace/323570/create-leadership-selection-strategy-based-potential.aspx) In many organizations, there's a mindset that permeates traditional leadership selection: "The way I got here is how you should get here." Conventional methods of succession planning require someone to recognize a potential candidate based on reputation or nominate them based on tenure. But Gallup research shows over the last 100 years that there are better ways to do that. We talk about that in today's episode of enNovo Radio! --- Send in a voice message: https://anchor.fm/ennovoradio/message
15 minutes | 3 months ago
What are you willing to tolerate?
Today I want to talk for a minute about the kinds of behavior you will tolerate. This week Joe Biden was inaugurated as the 46th President of the United States. During a swearing-in ceremony for White House staff, President Joe Biden told employees he'd fire them "on the spot" if he heard they treated others with disrespect. In doing this, Biden was attempting to set up a culture of respect. And telling people that he would fire them on the spot if they heard those staffers were treating others in a disrespectful was an attempt to get people's attention. This runs parallel to a quote I read earlier this week by Todd Whitaker. It said, "The culture of any organization is shaped by the worst behavior a leader is willing to tolerate." So the question we need to ask ourselves is, What a I willing to tolerate? --- Send in a voice message: https://anchor.fm/ennovoradio/message
27 minutes | 3 months ago
Designing a System
As the new year starts, it's a great time to consider changes in your organization and even in your life. Looking at, and designing systems to make changes or start something new should take priority over setting a goal. Today, we talk about designing systems. --- Send in a voice message: https://anchor.fm/ennovoradio/message
17 minutes | a year ago
enNovo Radio: Leadership 4.0-Leadership Profile
This entry is part of 3 in the series Leadership 4.0 As I said in a previous podcast, Industry 4.0 is about agility, and leadership 4.0 will require that same mindset. In this podcast, I want to look at the Leadership 4.0 profile in both an organizational and individual framework. Organizational 1. Workforce’s, especially the technical, digital and engineering teams, must be able to analyze data, present good information and respond fast with their predictions and decisions across the business. 2. Teams won’t be fixed but instead they will be fluid, formed from the skills required for cross-functional projects. This will require exceptional organizational and delegation skills from digital leaders who understand where those talents are and how to distribute tasks according to competence and need. 3. Leadership 4.0 will require digital leaders who can take responsibility of the people-side of this massive, ongoing change, with clear direction and management in an open, employee-centric environment.1 4. Employees must be primary within the organization. If your employees are not well cared for, then the organization’s ability to take care of its other stakeholders will be limited. 5. Employee-driven. Solutions to issues will come from the employees, not the leaders. It is bottom-up leadership. If the information is share fully within the organization, the power of ideas and creativity within the organization come together to form the solutions. The problem too often is that leaders do not provide all the necessary data and information to the employees, thus limiting the power of the talents and skills within the organization to come up with solutions. This is an attempt at control, which I will mention below. 6. Organizations will need to be focused on creating an infinite mindset. For more information on having an infinite mindset and playing the infinite game, see Simon Sinek’s interview here and his talk here. Individual 4.0 leaders must foster “a transparent, creative culture that can bend and move as change and situations dictate. This new work environment will be a big and possibly uncomfortable move for many who are used to closed and rigid project management within traditional manufacturing environments.” They will need to be a new breed, “leading in a way that organisations haven’t seen before, prepared to embrace a very different way of working – just as their employees will be encouraged to develop their skills to become cross-functional in the way they work for their own personal needs and the common goal of the organisation.” Leadership will need to mirror the technology of Industry 4.0 and IoT in that connectivity is at its core. Some call this Connected Leadership for that very reason.2 So here some qualities of a 4.0 Leader: 1. Highly relational. The leader needs to know those whom they lead, their motivations, their desires, and the skill sets they hold. This allows them to fashion highly effective teams with varying skillsets. 2. They are highly adaptable. Processes cannot be set in stone. Some processes must be tossed and others maintained but rigidity in practice and process must be eliminated. The landscape of work and function is changing rapidly and the leader must be able to adapt his/her thinking and processes, even if it is just a tweak. And the leader needs to be transparent about the strategies and processes they adopt, and why they adopt it, so all members of the team can be on the same page. 3. Trusting. 4.0 Leaders have to trust the people they lead. You cannot allow for the self-organization of teams, allowing those teams to create and drive solutions for the organization, without a high degree of trust. And the teams you lead must KNOW that you trust them. 4. Limited control and employee-driven. High levels of trust mean limited control. Because most of the solutions that are developed are not leader-led but employee-driven, control in outcomes will be limited. One of the reasons leaders are not fully transparent about their strategy is that they distrust how people will use that information. So they hold it close to the vest. This results in people making sub-optimal decisions because they don’t know all that is happening within the organization. 5. Learning. The culture of the organization must be a learning organization, both inside and outside the domain of the organization. Leaders, as a result, must learn from those outside their industry. Generalists, not specialists, have greater creativity, are more agile, and are able to make connections their more specialized peers can’t see. Consider this book by David Epstein, Range: Why Generalists Triumph in a Specialized World. NOTES: 1. Leadership 4.0 and Why You Need to Know About it. http://providepeople.com/leadership-4-0-and-why-you-need-to-know-about-it/. 2. Ibid.
29 minutes | a year ago
enNovo Radio: Leadership 4.0 – Agility
This entry is part of 3 in the series Leadership 4.0 Industry 4.0 is about agility. Leadership 4.0 will require that same mindset. I have come to the conclusion that Industry 4.0 is a reflection of the Agile model of software development. I can’t prove it. But so much of industry 4.0 is built on the Agile methodology that my gut tells me it permeates the organizations. In addition, over and over again in the literature of Industry 4.0, the term Agile pops up. As a side note, I also believe it to be a reflection of Chaos Theory and Complex Adaptive Systems, but that’s a whole other set of podcasts! So let’s begin our look at Leadership 4.0 with a another primer. A primer on the methodology called Agile!
16 minutes | 2 years ago
enNovo Radio – Staying motivated when you don’t feel like it
This week, we look at the HBR article How to Keep Working When You’re Just Not Feeling It, by Ayelet Fishbach, the Jeffrey Breakenridge Keller Professor of Behavioral Science and Marketing at the University of Chicago’s Booth School of Business. The author looks at 4 strategies to help motivate you when you just don’t feel like doing anything. Also, don’t forget our first giveaway – a copy of James Clear’s new book Atomic Habits. To enter, go to http://wdavidphillips.com/giveaway to register.
32 minutes | 2 years ago
enNovo Radio: Efficiency or Resilience
In this edition of the enNovo Radio podcast, I look at the research by Roger Martin, director of the Martin Prosperity Institute which is found in the 2019 Jan/Feb edition of Harvard Business Review. The article is entitled, The High Price of Efficiency. I highlight the Pareto Distribution as well as the normal distribution pattern, and talk about how the efficiency of Deming, et. al. in business, has potentially created the top 1%. I think his research is real and applicable. However, I’m not sure I agree with his conclusions. Here’s the article: https://hbr.org/2019/01/rethinking-efficiency#the-high-price-of-efficiencyh
17 minutes | 2 years ago
evNovo Radio: SurveyMonkey and Curiosity
There is a really good article in January-February 2019 issue of Harvard Business Review entitled: SurveyMonkey’s CEO on Creating a Culture of Curiosity. In the, the CEO of SurveyMonkey, Zander Lurie, describes the work done within SurveyMonkey to create a culture of curiosity. In this edition of enNovo Radio, we look at the article, and I talk about the behaviors of curiosity and the actions the company took to help create a culture of curiosity.
13 minutes | 2 years ago
Contextual Leadership-enNovo Radio
On this edition of enNovo Radio, we look at contextual leadership. Contextual leadership, an idea developed by Nitin Nohria and Tony Mayo, shifts the focus from the individual characteristics of leaders to the relationship between leaders and the context in which they lead. Contextual leaders are able to change their style to adapt to the culture and context of the organizations they lead.
12 minutes | 2 years ago
EnNovo Radio – The Last 30
The last few weeks of the year offer a time to examine the events of the previous year and begin planning for the next. In this episode of enNovo Radio, David Phillips looks at 5 areas to examine from the past year to help you prepare for the coming year. These include: How you spend your time What and when you do things How you are going to undertake personal development The types of relationships you are going to pursue The types of personal systems and processes you need to implement Resources that he suggested include: 168 Hours: You Have More Time Than You Think Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones
11 minutes | 2 years ago
Consistency Is Key for Leaders
We live in a faster, more innovative, quicker-to-judge, and less predictable world than ever before. Providing employees and stakeholders with a consistent leadership style results in a level of comfort and certainty. Team members know what they’re walking into every single day rather than tiptoeing into the office, wondering if the boss is going to be in a happy-go-lucky mood or if they need to be bracing to survive an apocalypse. They can focus on their job. https://insiders.fortune.com/for-better-or-worse-a-consistent-leadership-style-is-key-to-success-25e71fcea78d
16 minutes | 2 years ago
5 Practices that will make you a better leader
Tom Peters talks about Management by Walking Around (MBWA). In this episode of enNovo Radio, we talk about Leadership by Walking Around (LBWA) and 5 practices you can engage in while doing this that will make you a better leader. Availability Present Listening Asking and Sharing Serving
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