A recent book by Stanford professor Jeffrey Pfeffer offers many insights about power in organizations: how to gain it and how to hold on to it once you have it. It’s based on real world observation and research, not on theory, abstraction or political correctness. As such, some of his observations may be at odds […]
coaching, influence, leadership, pfeffer, powerYou can’t operate in the physical world without making choices. The alarm goes off in the morning. You choose to get up or to burrow back in. If you realize you’ve put on a few extra pounds, you can choose to begin training for a marathon, decide you’re OK and grab another bag of chips […]
choices, frankl, golson, personal growth, positive psychology, seligmanGenX. GenY. Millenials. Generation ME. Whatever comes next. They’re so different from the way we were. They’re self-centered, anti-social, superficial, unhappy, etc. Maybe not so much, it turns out. Received Wisdom tells us that recent generations are fundamentally different in some very important ways and that these differences need to be taken into account as […]
Donellan, generational differences, golson, TrzesniewskiGrowth through Pain (Cliché but True) It’s a tough fact of life that we don’t learn much about ourselves or our character in good times. We can’t fully discover our strengths and shortcomings without being tested by adversity. How we deal with it, or how we learn to deal with it, is central to who […]
conscious business, golson, growth through pain, haygood, kofman, leadership success, leading in adversityRoger Harrison was one of the founders of the professional discipline known as Organizational Development (OD). In the 1970s, he described a rather novel and tough-minded approach to team development. This was a bit of a departure from the then-vogue tender-minded approaches that assumed conflict and power struggles were symptoms of underlying leadership or structural […]
golson, leadership development, negotiation, OD, roger harrison, role negotiation, team development, tough-minded teamworkWhat is an entrepreneur? Why are certain people successful starting and growing a business and others are not? Is it just luck or being in the right place at the right time? Certainly Bill Gates, with his technical talents, needed the computer revolution in order to make Microsoft the successful company it is. But is […]
big 5, entrepreneur, entrepreneurial personality, five factor model, griest, personality assessmentAre top performers made or born? How can I get more of them? The answers to these questions hold the key to every leader’s success. The more top performers a leader can select and/or develop, the greater the success of his or her organization. Competencies are clusters of KSAPs (knowledge, skills, abilities and personal characteristics) […]
golson, high performance employees, hodge golson, i-competencies, integrity competency, intellectual competency, intensity competency, interpersonal competency, leadership development, personality assessmentAn Apollo team is one composed of exceptionally bright and clever people. The Apollo phenomenon was first described by English psychologist Meredith Belbin, who designed and ran many long-term management simulations for business and government in the United Kingdom and Australia. Belbin identified several key team roles (which were different from functional roles) necessary for […]
apollo effect, apollo team, arrogance and intelligence, belbin, golsonThis article was originally part of an orientation for new hires into a fast-track rotational program. The participants were MBAs from the nation’s top business schools. The musings on leadership at the executive level won’t tell you anything you don’t already know. But most executives don’t take the time to fully explore some of these […]
apollo effect, belbin, clance, cognitive elite, downsides of success, executive development, executive problems, golson, imposter phenomenon, life at the top, unintended consequences of successThe four I-Competencies (Intellectual, Interpersonal, Intensity and Integrity) can serve as a useful framework for describing some of the factors necessary for success at different organizational levels. These attributes are foundation competences. That is, they are fundamental and cannot be developed significantly by training, coaching or experience. They are the result of genetics and the […]
hodge golson, i-competencies, integrity competency, intellectual competency, intelligence, intensity competency, interpersonal competency, leadership