We don't really care about leaders' authenticity. What we care about is their commitment to 'our' cause & community. http://t.co/4ihFz6Aj3m— GianpieroPetriglieri (@gpetriglieri) October 17, 2013
INSEAD Associate Professor of Organisational Behaviour Gianpiero Petriglieri, nominated for the Thinkers50 2013 "Future Thinker Award," comments on the crisis of trust facing today's leaders, and how to resolve it.
Gianpiero Petriglieri (@gpetriglieri) is Associate Professor of Organisational Behaviour at INSEAD. He directs the Management Acceleration Programme, the school’s flagship executive programme for emerging leaders, and the INSEAD initiative for Learning Innovation and Teaching Excellence. He is also vice-chair of the World Economic Forum’s Global Agenda Council on new models of leadership.
Gianpiero’s interests bridge the domains of leadership, identity, adult development and experiential learning. His research explores how and where people develop and sustain the personal foundations and professional abilities to exercise leadership mindfully, effectively and responsibly. He is particularly concerned with the development of leadership in a day and age in which authenticity and mobility have replaced loyalty and advancement as hallmarks of virtue and success.
(Many thanks to the Berlin University of the Arts for emailing us here at DeansTalk)
Berlin University of the Arts is one of the biggest, most diversified and traditional universities of the arts world-wide. The teaching offered at the four colleges of Fine Art, Design, Music and Performing Arts as well as at the Central Institute of Further Education encompasses the full spectrum of the arts and related academic studies in more than 40 courses. Having the right to confer doctorates and post-doctoral qualifications, Berlin University of the Arts is also one of Germany’s few art colleges with full university status. Of around 4000 students one fifth comes from abroad. The history of the Berlin University dates back to the founding of the Brandenburg-Prussian Academy of Arts in 1696...
The conventional way to face change is by trying to plan and anticipate as much as possible. But one thing is certain: the final outcome is always uncertain; personal life, projects, or companies never develop exactly as planned. The interdisciplinary research project “hero-principal” at the Berlin University of the Arts (UdK) suggests a unique approach to handle this uncertainy: Strengthen creativity and intuition by learning from the heroes of the old myths like Odysseus or King Arthur. So when the dragon appears, don’t analyze why but act intuitively in the right way.
Nina Trobisch, head of the project explains: “Hero-principal” is a metaphor for the protagonist who acquires creative potential and new skills on a risky journey filled with danger. Like a compass, this method offers guidance through the challenges of creation, innovation and change, as well as processes of personal growth. It activates personal potential in the face of uncertainty and copes with challenges ahead.” The project has been initiated by the Central Institute for Continuing Education of the UdK in collaboration with the Hochschule für Technik und Wirtschaft as well as companies from the Berlin area.
A “hero-principal” workshop will take place from 5th to 8th August during the Berlin Summer University of the Arts 2013 for entrepreneurs and founders, innovation manager and project managers, young leaders as well as managers-in-training as well as students of all majors preparing for professional life.
Registration and for further information please visit: www.udk-berlin.de/summer-courses
INSEAD L'ship Prof looking to make a difference in the world by helping indiv's & org's reach their highest potential. Named one of 2012 top Profs on Twitter.
Can This Simple Trick Stop Athletes Choking Under Pressure?: http://t.co/B4hchxBWr2— Schon Beechler (@ProfBeechler) June 21, 2013
GIANT, Grenoble Innovation for Advanced New Technologies
(it is necessary to book a few weeks in advance to visit -get a tour of- some of the participants installations) (+virtual tour of Grenoble School of Management)
www.giant-grenoble.org/en/industry-sitemap/giant-start-ups..."A decade’s worth of start-ups: 50 in all"...
As a founding member of GIANT, Grenoble Ecole de Management will leverage its long history of academic leadership in technology and innovation to spearhead GIANT's center of excellence in Technology and Innovation Management.
Grenoble Ecole de Management was founded in 1984 at the request of forward -looking companies—Bull, Caterpillar, Hewlett-Packard, and Merlin-Gerin— operating in the Grenoble area.
Grenoble Ecole de Management quickly moved beyond the scope of a typical business school, making forays into technology and science...
GIANT members have launched two initiatives to help campus researchers better understand the procedures involved in certain EU research and innovation programs and prepare their applications. These are just two in a growing number of services that the campus now offers to encourage cooperation and leverage expertise. These most recent initiatives focus on European Research Council (ERC) grants and the new Horizon 2020 Framework Programme. In both cases, GIANT is bringing in outside experts to ensure researchers benefit from an effective service and fully understand all the subtleties of these programs.
The ERC is a pan-European organization aimed at improving recognition, creativity, and effectiveness in the field of leading-edge European research. Following a competitive peer review process, the best researchers receive funding to conduct their research activities in Europe. Grants are awarded to projects led by both novice and experienced researchers, of all origins—the sole selection criteria is excellence in science.
To help improve candidate researchers’ chances of obtaining an ERC grant, GIANT sponsors training days given by a consulting firm. Candidates having participated in this training are invited to contact the firm once they have prepared their applications so that they can be proofread before submission. Candidates also benefit from personalized interview preparation in the presence of consultants and previous grant recipients.
In parallel, GIANT has launched a support service to answer any questions candidates may have and help them prepare applications (analysis, proofreading, etc.). The cost of training and assistance in preparing applications is covered by the GIANT Innovation Campus...
Making sense of the environment in which a company is operating and creating structures and processes to move the organization ahead are key to leading
Deborah Ancona is the Seley Distinguished Professor of Management, a Professor of Organization Studies, and the Director of the MIT Leadership Center at the MIT Sloan School of Management.
Her pioneering research into how successful teams operate has highlighted the critical importance of managing outside, as well as inside, the team’s boundary...
Top MBA Programs by Specialty: Leadership
Susan G. Komen for the Cure — an organization that has invested almost $2 billion around the globe in ground-breaking research, education, screening and treatment...
December 19, 2012, Daily Mail
'At this stage of my life, I felt that if I’m helping young people progress through their own routes to management, then ultimately that was an important and compelling factor for me.'
- Sir Alex Ferguson
Sir Alex Ferguson says although he was sceptical, he imparted some of his management secrets to Harvard Business School students to help young people to succeed in their careers.
Ferguson, whose managerial methods and philosophies are the subject of a case study at the prestigious American university, has led United to unparalleled on-pitch success and has been instrumental in making them one of the world's biggest sporting brands over the past 26 years.
In 2011, HBS professor Anita Elberse and co-author Tom Dye travelled to Old Trafford to conduct meetings and interviews with Ferguson, past and present players, and staff at the club.
Business secrets of United: Sir Alex Ferguson spoke at Harvard Business School this year
You can purchase the Sir Alex Ferguson case study from Harvard Business School HERE
The Manchester United boss travelled to Boston earlier this year to assist in teaching some of the brightest young things in America. But why did he decide to open up?
Ferguson said: 'When you’re approached by an institution like Harvard, you know you are dealing with top quality.
'I had to consider that I was opening myself up to something I’ve never done before.
"Our findings suggest there are really two ways to top the social ladder and gain leadership -- impressing people with your skills or powering your way through old-fashioned dominance"
A growing population, increasing shortages of resources, and national economies that are heavily in debt – the world is facing enormous challenges over the coming decades. Business is going to play a key role in solving these problems. “Never before, have companies and society been so closely connected,” says Pierre Tapie, President of the ESSEC Business School.
Together with Keio Business School in Tokyo, the School of Management of Fudan University in Shanghai, ESSEC Business School in France and the Business School of the University of Mannheim, Tuck forged an alliance of leading business schools from all parts of the world. (CouncilOnBusinessAndSociety.com) The alliance has a clear goal: to debate central economic and societal questions of the future, and to develop problem-solving approaches, while embedding them in research and education. More than 200 high-profile professors, business representatives, and students from the home countries of the five alliance partners participated in the first Forum and the focus was on questions that are both current and controversial: How can we best shape corporate governance? How should business leaders deal with the increased scrutiny of corporate actions? And what solutions exist for the tension-laden issue of balancing profitability with responsibility to multiple stakeholders?
These are topics that will have an impact on the education of future managers as well. A study conducted amongst graduate students at the five cooperating business schools shows that future leaders in the United States already regard ethical conduct as one of the most important qualities of a successful top manager. Internationally, this attribute ranks second to competence in financial questions, but ahead of both strategic orientation and the ability to motivate employees...
Former Colombian President Álvaro Uribe made his first visit to Yale University on November 7 when he spoke at an event sponsored by Yale SOM's Latino Leadership Association student club.
Uribe, who served as president of Colombia from 2002 to 2010, discussed his administration's efforts to deal with the country's challenging social and economic issues, including poverty, chronic political tensions, and domestic terrorism. He also described his efforts to encourage cooperation between the public and private sectors. Uribe said that his presidential policies promoted social cohesion, security, and the encouragement of private investment that would lead to a more prosperous and stable economy...
Illuminated Leadership, Wise Governance, And How The Jesuits Invented Modern Management by Paolo Quattrone, IE professor of Accounting and Management Control
How did the Jesuits accomplish tremendous expansion with endurance?
Think of an organization that, in just a few decades, grew from seven to about 13,000 members, across four continents with 495 branches to serve and manage an indefinitely growing number of clients. These are remarkable achievements by any standard..
A head full of stress is as dangerous as one full of booze, even if that's rarely acknowledged in a work environment. Here are three ways to get you--or a colleague--back in the clear
Big deals, like championship games, frequently hinge on nuances. An inch here, an ounce there is usually what separates number one in an industry from number two. You needn't worry about wholly eliminating psychological fatigue; a touch less is often a bottom-line difference maker.
Stop asking coworkers "How are you today?"
Be attentive to teammates' subtle posture shifts.
Feeling a little off your game yourself?
The best way to perk up is not a nap or coffee break; it's taking a timeout from focusing on your own little world and your own challenges to go do something nice to help someone else. In all our years of research and practice, we've found nothing creates more energy and positive momentum than does the act of helping. It gets your mind off an obstacle, or off fatigue itself, and puts it squarely on feeling great and accomplishing something great.
UPDATE: Marissa Mayer was named chief executive officer of Yahoo Inc. July 16, 2012.
Many entrepreneurs don't even think twice when it comes to working around the clock. Marissa Mayer, Google's 20th employee and current vice president of location and local services, is no exception. When Google was a young company, she worked 130 hours per week and often slept at her desk.
"For my first five years at Google, I pulled an all-nighter every week," Mayer said in a recent talk at New York's 92Y cultural center. "It was a lot of hard work."
Hard work, she says, has been the key to Google's success, as well as her own.
For young companies that demand so much of their employees, hard work can spiral into burnout. Learning to prevent it--for yourself and your employees--is essential to your success as a business owner. Here are three steps to get started:...
US business schools are to be given the opportunity to get involved with an initiative spearheaded by the EU Commissioner of Justice, that aims to increase the number of women on company boards. (see also Court of Justice of the European Union, in Luxembourg)
In a call to action organised by the Forté Foundation, a consortium of leading organisations that supports women in business, 33 US business schools will be invited to supply a list of at least five women they deem to be board ready. Schools include: Babson College, Columbia Business School, the University of Virginia Darden School of Business, Harvard Business School, NYU Stern and MIT Sloan School of Management.
Forté became aware of the EU initiative when its business school members in Europe - HEC Paris and Insead in France, IE Business School in Spain, London Business School and SDA Bocconi School of Management in Italy - signed up to a call to action launched in September 2011. Keen to get involved, the organisation requested a meeting with Commissioner Viviane Reding...
Adrian Wooldridge (Management Editor, The Economist), Alexander von Gabain (Chair of the European Institute for Innovation and Technology - EIT and Santiago Iniguez (President of IE Business School and President of IE University) gave opening statements at the EFMD April Roundtable: Management Skills for Growth. A full report on the roundtable is available here and video highlights are below. Readers are also invited to comment on the EFMD Call To Action “Management Capacity: The Missing Link to set up value creation and innovation in Europe” by mid June 2012.
Three key suggestions concluded from this roundtable are:
The Call to Action addresses key issues such as the inclusions of management education in scientific and engineering studies, supporting entrepreneurial mind-sets and values from school-level onwards, and providing community research funding for important fields such as design thinking, open innovation and organisational sociology. This paper is to be used as the essential basis for EFMD EU Affairs’ interactions with the EU policy makers as well as relevant consultation and networking activities in the coming future. You are invited to comment on the EFMD Call to Action, please send your comments and feedback to: firstname.lastname@example.org
Martine Plompen, Associate Director, Research & Surveys Unit, EFMD
Jocelyne Wang, Manager, EU Affairs Unit, EFMD
Ernst & Young: Toward a smarter and streamlined innovation policy in the EU "Growing beyond Summit" (PDF)
• 27% are aware of the European Commission’s efforts to promote innovation
Few senior business leaders across Europe are aware of the European Union’s significant investment in innovation in recent years according to a study launched today by Ernst & Young and the Centre for European Policy Studies, The Power of Simplicity. The study surveyed 680 business leaders from 15 EU Member States and found that 73% of respondents, many of whom have to make the key decisions about private sector investment in Europe such as presidents and chief executives, were not aware of EU policies to improve innovation. In addition, 69% believe innovation policy in the EU has not matched industry needs.
What keeps leaders across the globe up at night? What issues are most important to their business? CCL is currently conducting a groundbreaking World Leadership Survey with leaders like yourself from around the globe participating.
This survey provides information on trends in leadership wherever it happens, as well as issues that leaders have to deal with every day such as what employees want in their leaders, trust and ethics in effective organizations, employee engagement and retention, generational differences, and attitudes about work. The survey is administered online in 15 different languages and will provide greater insight and a more personal perspective on leadership practices from every corner of the world.
It will take about 20 minutes. To thank you for helping us, you will receive a free CCL Guidebook when you finish the survey. Thank you for helping us gather knowledge you can put to work!
Click here to participate in the survey: https://surveys.clearpicture.com/ccl/
Amazon, "Inside the Leader’s Mind: Five Ways to Think Like a Leader", FT Press; 1 edition (June 30, 2011), 232 pages
Elizabeth Mellon has been Executive Director of Duke Corporate Education, a global learning and development corporation, since 2004. Previously she spent twelve years in the Department of Trade and Industry before taking a MBA and PhD at LBS. At LBS she was Professor of Organizational Behaviour and also served as Director of the Senior Executive Programme, the London Business School's flagship program for senior executives. During the same period, she also taught on, and directed, the School's Global Consortium Programme.
So where can business schools make a difference in leadership development?
In this interview with Peter Zemsky, Deputy Dean of degree programs at INSEAD, he talks about how business education can help MBA students to become better leaders, in an environment designed to test them, push them, stress them, and expose them to different perspectives on the personal journey to leadership.
He also tackles the debate about whether business school research really matters, and shares his thoughts on management as an art or a science.
Daniel H. Pink is an American author and journalist. From 1995 to 1997, he worked for Vice President Al Gore in the capacity of chief speechwriter, and before that as an aide to Secretary of Labor Robert Reich.
Drive, #1 New York Times bestseller
Most people believe that the best way to motivate is with rewards like money--the carrot-and-stick approach. That's a mistake, says Daniel H. Pink in Drive. In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction--at work, at school, and at home--is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.
Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does-and how that affects every aspect of life. He examines the three elements of true motivation--autonomy, mastery, and purpose--and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.
It's been two years since Fortune last published this list, which we produce in association with Aon Hewitt Consulting. Aon Hewitt, in partnership with RBL Group, started by surveying HR executives at 478 companies worldwide about their leadership development programs. Aon Hewitt then interviewed executives at 182 global finalists, drilling into their leadership strategy, succession planning, techniques for identifying high-potential junior employees, and much more. A panel of distinguished judges, including authors, academics, and journalists, then gathered to select the regional and global winners.
According to the National Center for Education Statistics (NCES), over 150,000 students graduate with their MBA in the United States every year. That’s a whopping 25% of all Master’s recipients (compared to Computer & Information Science at only 3%).
Business Schools Have An Identity Crisis
A Change In Image, Not Substance
What Continues To Plague MBA Programs
Leaders Aren’t Created In A Classroom
When it comes to a successful group, the easiest way to ensure victory may be placing women on the team. MIT’s Center for Collective Intelligence seeks to understand how humans get better (or worse) at solving problems as they work together. They studied hundreds of people working in small groups and found that they could determine a “C factor”, a key statistic that would predict if a group could perform well in a variety of tasks.
... Surprisingly, many common sense variables like group cohesion, motivation, and satisfaction simply didn’t seem to matter much. Instead, MIT determined that groups with a high C factor were mostly defined by:
Goleman received his Ph.D. from Harvard, where he has also been a visiting lecturer. ... He is a co-chairman of The Consortium for Research on Emotional Intelligence in Organizations, based in the Graduate School of Applied and Professional Psychology at Rutgers University...
Uni>ersia Knowledge Wharton, August 18, 2011
With his 1995 book Emotional Intelligence, author, psychologist and journalist Daniel Goleman sparked widespread interest in the role that our emotions play in thought, decision making and individual success. The book became an international bestseller and Goleman has subsequently earned two Pulitzer Prize nominations and landed on the Accenture Institute for Strategic Change's list of the ten most outstanding intellectuals in the world...
...“Using the framework of emotional intelligence, companies can calculate with greater precision the chances that any individual will succeed than if they only evaluated his or her intellectual coefficient," Goleman noted, adding that the most academically successful student in a high school or college graduating class may have “wound up having inferior success at work compared with [someone] who was just an average student. The difference between the two is that the average student has been able not only to control his own emotions, but also positively influence groups of other workers. Everyone wants to work with him.”...
From bestselling author Walter Isaacson comes the landmark biography of Apple co-founder Steve Jobs. In Steve Jobs: A Biography, Isaacson provides an extraordinary account of Jobs’ professional and personal life. Drawn from three years of exclusive and unprecedented interviews Isaacson has conducted with Jobs as well as extensive interviews with Jobs’ family members, key colleagues from Apple and its competitors, Steve Jobs is the definitive portrait of the greatest innovator of his generation.
Walter Isaacson, the CEO of the Aspen Institute, has been chairman of CNN and the managing editor of Time magazine. He is the author of Benjamin Franklin: An American Life and of Kissinger: A Biography, and the coauthor of The Wise Men: Six Friends and the World They Made. He lives in Washington, D.C., with his wife and daughter.
R. Glenn Hubbard, dean of the Columbia Business School, wants his students to make connections—and not just through networking.
He blames the recent financial crisis on a failure by leaders to successfully see the big picture, focusing instead on their area of expertise. Not connecting the dots, he says, was disastrous.
In Mr. Hubbard's view, business schools must prepare students with a broader education in order to thwart an economic meltdown. To that end, Columbia is deliberately weaving topics such as decision-making and ethics into classes across all disciplines...
WSJ: You've taken some heat for how the movie "Inside Job" portrayed your, and professors', disclosures [including dollars earned] of outside activities. Has Columbia changed its approach to any of this?
Mr. Hubbard: Despite what you might have seen in "Inside Job," we have a lot of disclosure. We just tightened it as a faculty, a project we've worked on since 2009. I've always disclosed what I do, my sources of income and relationships, that's how he knew what to ask me. We've now moved to a system where all faculty will do that. Basically, faculty résumés will [show] outside activities just like they [show] publications and teaching.
WSJ: What was the expectation before?
Mr. Hubbard: I've always done it [made disclosures] because I'm a dean. But the faculty did not have to do that. The faculty were always supposed to report if they received money to support research, that's just a matter of professional ethics...