10 Building Blocks for Today's Leadership

 
 
By Dennis McCafferty  |  Posted 02-12-2014 Email Print this article Print
 
 
 
 
 
 
 
 

The old school system of management has gone the way of the 9 to 5 workday. Today's top organizations recognize that the rules of leadership are changing to address the ever-expanding challenges caused by disruptive technologies and market forces. The new book, The Executive Checklist: A Guide for Setting Direction and Managing Change (Palgrave Macmillan), helps frame these dynamics for CIOs and other top executives through the following, highly adaptable checklist action steps. Author James M. Kerr illustrates his best practices with numerous examples taken from the best of the corporate world including case studies featuring Virgin, Fujitsu, GoDaddy and Marriott. And some anecdotes dial into icons of the past—including a legendary college basketball coach—to underscore how certain aspects of leadership are readily transferable to the 21st century. Kerr is a management consultant specializing in corporate transformation, strategy formulation, business process redesign and Internet and technology management and planning. His clients have included Home Depot, IBM and the U.S. Joint Chiefs of Staff as clients. For more about the book, click here

 
 
 
  • Establishing Leadership: Always Stay Accountable

    Virgin Group's Richard Branson readily takes responsibility for failures like Virgin Digital; it comes with the territory of taking business risks.
    Establishing Leadership: Always Stay Accountable
  • Building Trust: Convey Solid Principles

    Legendary UCLA basketball coach John Wooden inspired stars ranging from the introspective Kareem Abdul-Jabbar to the offbeat Bill Walton by promoting and practicing values such as loyalty, initiative, poise, friendship and teamwork.
    Building Trust: Convey Solid Principles
  • Setting Strategy: Keep Moving—and Shake Things Up

    A software and services provider for the insurance industry, Insurity shifts its staffing model as new projects and initiatives are added to its solutions portfolio.
    Setting Strategy: Keep Moving—and Shake Things Up
  • Engaging Staff: Raise Visibility

    Google's founders, Larry Page and Sergey Brin, stay highly accessible to all employees for questions and feedback, whether in the main campus cafeteria or the company's weekly all-hands meeting.
    Engaging Staff: Raise Visibility
  • Managing Projects: Keep Your Eye on the Prize

    Marriott streamlined its abundant, far-flung hotel project portfolio through a unified approach to planning and managing. It now shelves projects that don't sufficiently align with the company's overall business strategies.
    Managing Projects: Keep Your Eye on the Prize
  • Renovating Business: Assemble the Right Team

    Cummins increased its ability to address customer calls by 40 percent by setting up response teams led by proven experts in the company's businesses, technologies such as CRM, and process redesign.
    Renovating Business: Assemble the Right Team
  • Aligning Technology: Consolidate Today. Save Tomorrow

    Fujitsu invested in a massive, shared IT infrastructure to support recently merged operations in the U.K. and Ireland. The result is a 20% reduction in hosting costs while increasing server utilization from 10% to 70% on average, saving significant energy costs.
    Aligning Technology: Consolidate Today. Save Tomorrow
  • Transforming Staff: Make Incentives Meaningful

    Beam Inc., the manufacturer of spirit brands such as Jim Beam and Maker's Mark, has developed a new salary system that rewards employees for their ability to collaborate upon, take ownership of, and align with core strategies.
    Transforming Staff: Make Incentives Meaningful
  • Renewing Communications: Elevate Social Standing

    With 78% of employees saying they want to work for a "social" CEO, GoDaddy's Bob Parsons uses his blog as a platform to discuss topics ranging from personal freedom to global issues to Internet governance.
    Renewing Communications: Elevate Social Standing
  • Reimagining the Organization: Drive toward Impact-Makers

    Valve Corp., an entertainment software and tech company, awards raises according to where employees "rank" each other in terms of who creates the most value for the company. (And, yes, employees are not allowed to vote for themselves.)
    Reimagining the Organization: Drive toward Impact-Makers
 
 
 
 
 
Dennis McCafferty is a freelance writer for Baseline Magazine.

 
 
 
 
 
 

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