Knowledge Versus Leadership “Style”

Management Associates Human Side of Leadership, Knowledge, Reflective Leadership

We previously explored the idea that leadership is a knowledge-based profession. We suggested that, to excel, leaders must develop expertise not only in technical areas, but also in the human knowledge base, that body of learning about how human beings act, react and interact. When presenting these ideas in our consulting work, the question of leadership “style” often arises. How …

Leadership and the Human Knowledge Base

Management Associates Human Side of Leadership, Knowledge

In today’s “information economy” people are often promoted to positions of leadership because of their technical knowledge or performance. Once there, however, these newly-minted leaders are required to exercise human competence as well as technical ability. No longer is someone simply a machinist; she is a machinist supervising other machinists. Where previously she had only to master technical duties like …

The Humanity of Employees? 10 Propositions for Reflection

Management Associates Below the Line, Human Side of Leadership, Reflective Leadership

Thinking impacts behavior. This is true in all aspects of life, but its effects are particularly pronounced in leadership thinking about employees, where expectations and assumptions can create self-fulfilling prophesies — for both the better and the worse. Douglas McGregor, former professor at the MIT Sloan School of Management, was one of the first business authorities to explore the impact …

Above the Line, Below the Line (Part 2 of 2)

Management Associates Below the Line, Human Side of Leadership

Last week we explored the relationship between the above-the-line world of external actions, behaviors, and choices, and the below-the-line world of internal assumptions, beliefs, and values. The former, we suggested, invariably flow from the latter. Our actions are necessarily driven by our mental models and emotions. Our choices are shaped by the ideals and paradigms we hold. The concept is …

Above the Line, Below the Line (Part 1 of 2)

Management Associates Below the Line, Human Side of Leadership

For years our seminars included an exercise that asked participants to think of the best listener they had ever known and describe what made that person so special. Most responses centered on techniques like maintaining eye contact, asking clarifying questions, and mirroring body language. But invariably someone would raise their hand and say that what really mattered was that the …

Who You Are, Not What You Do

Management Associates Human Side of Leadership, Reflective Leadership, Values

Much of what we think of as the business of business takes place externally. Tangible activities like striking deals, formulating plans and launching initiatives fill our days and constitute the prism through which we view and understand our work life. But business authorities, academics, and thinkers have long suggested that the most fertile field for leadership attention is the inner …

One Question to a Healthier Workplace Environment

Management Associates Authority, Culture, Human Side of Leadership

In our years of consulting work, we have conducted numerous organizational assessments. In that work, we have found that one question reveals more about  an organization’s culture than almost any other. The answer employees give to it often tell us all we need to know about the workplace they face. The question has to do with the use of organizational …

Seeking Passionately Committed Constituents? Know This About Service

Management Associates Culture, Customer Relations

Think about a business you think is fantastic, a place you not only patronize, but evangalize for. Two things are almost invariably true about such an organization. The first is that its service is outstanding. Things like prices, policies, and selection can distinguish a good organization from a mediocre one. But sticking out as really great is almost impossible without …

Organizational Development: It’s All About YOU, Dear Leader

Management Associates Culture, Human Side of Leadership, Reflective Leadership

In our consulting work, we regularly tell leaders that organizational improvement begins with them, individually and personally. Don’t look down at your employees, we tell them. Don’t look up at your supervisors. It’s all about you. Is this an ego boost? A pretext for self-importance? Actually it’s the exact opposite. For pointing the finger at others becomes impossible when we …