“Most organizations exist for a purpose but operationally chase a bottom line that is different from that purpose,” says Thulsi. Continue reading
Organisational & Social Transformation
Book Recommendation: Infinite Vision
by Pavithra K. Mehta, Suchitra Shinny
THE WISDOM OF AN IMPOSSIBLE ORGANIZATION
“Again, may I say, how profoundly I admire your work and how deeply gratifying it is for me to hear that you appreciate mine.”
—Peter F. Drucker in a letter to Aravind’s founder, Dr. V Continue reading
Meaning and Energy
In all types of organizations, too many filled with people exhausted, cynical, and burned-out, I have witnessed the incredible levels of energy and passion that can be evoked when leaders or colleagues take the time to recall people to the meaning of their work. It only takes a simple but powerful question: “What called you here? What were you dreaming you might accomplish when you first came to work here?” Continue reading
Leaders and Managers
Leaders and leader/managers distinguish themselves from the general run of managers Continue reading
Multiple factors that deliver companies to greatness
Our research uncovered multiple factors that deliver companies to greatness. And it is the combined package that takes companies beyond unremarkable. Continue reading
Leadership is about tapping the energy to create something that matters deeply
The following simple definition of leadership has proved quite helpful in change projects over the years: the capacity of a human community—people living and working together—to bring forth new realities.
Another way to say this is that leadership energizes. Leadership breathes life into an enterprise, without which nothing truly new can emerge. The word inspire, long associated with leadership, derives from the Latin inspirare, literally “to breathe life into.” Continue reading
What Should Be The Qualities Of a 21st Century Leader?
If I were talking to you as a modern leader I would advise you as follows: Continue reading
Motion focuses on behaviors and actions; emotion focuses on passion and meaning.
Motion is what we do; emotion is why we do it. Motion gets things done while the leader is present; emotion sustains behavior in the leader’s absence. Leaders in motion differ from leaders who connect with emotion. The latter understand their role as what we call Meaning Makers. Continue reading
What Is Worth Doing
We often avoid the question of whether something is worth doing by going straight to the question “How do we do it?“ In fact, when we believe that something is definitely not worth doing, we are particularly eager to start asking How? We can look at what is worth doing at many different levels: As an individual I can wonder whether I can be myself and do what I want and still make a living. For an organization I can ask for whose sake does this organization exist and does it exist for any larger purpose than to survive and be economically successful? As a society, have we replaced a sense of community and civic engagement for economic well being and the pursuit of our private ambition? Continue reading
Clarity propels an organisation
Not occasional clarity but pervasive, 24-hour, in-your-face, take-no-prisoners clarity. Most people never perceive that this is lacking in their organisation, but 90% of the time it is. Just open a few random emails, activate your “brutal-vision”, and read. The muddying messages are rampant. If people were brutally honest in their emails, the time we spend sorting through our in-boxes would surely decrease by half. Continue reading
ONE TUSK 