No two Strategic Thinking sessions are alike. The success of each depends on the participants. Our most recent program was extraordinary because the participants were extraordinary. So I learned as much or more than I taught.
In our discussion of the current misguided definitions of “leadership” (that is: skills, behavior, principles, mysterious combinations), the questions from the class reminded me of a fairly extensive study we did years ago involving primarily corporate employees – mostly middle management and line workers. When we asked them who (what attributes) they actually followed the answers were (in order of importance):
· Character: moral; can be trusted
· Competence: knows his/her job better than anyone else
· Commitment: present in the most difficult time
· Concern: sees others as fellow human beings – not as statistics
I think those answers say more than all the books on leadership combined.
Cheers!
William J. Cook, Jr., Ph.D.
Cambridge President
In our discussion of the current misguided definitions of “leadership” (that is: skills, behavior, principles, mysterious combinations), the questions from the class reminded me of a fairly extensive study we did years ago involving primarily corporate employees – mostly middle management and line workers. When we asked them who (what attributes) they actually followed the answers were (in order of importance):
· Character: moral; can be trusted
· Competence: knows his/her job better than anyone else
· Commitment: present in the most difficult time
· Concern: sees others as fellow human beings – not as statistics
I think those answers say more than all the books on leadership combined.
Cheers!
William J. Cook, Jr., Ph.D.
Cambridge President
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