A good lecturer inspires you, motivates you to ask more questions. Listening to Linda speak, opens doors in your mind to explore and ask questions of what is possible. You can never go wrong with Linda Hill!
Absolutely outstanding short video on leadership. I will watch this multiple times over the coming months and expand on the concepts in my leadership roles.
Professor Linda Hill rocks in each one of her messages. She has this gift of taking fairly complex ideas, abstract away their complexity and deliver them in a manner which is easy to understand & internalize and easy to apply in professional life. And she manages to do so in just a few minutes. What a gift of clarity and simplicity she has. God bless. Love from Karachi, Pakistan.
Partnering with your employees is key... Understanding the value they bring; the other skills they have that are not utilized; and their potential... Partnering with them to utilize their other skills but also grow their potential, whilst aligning with the company strategy brings a win-win outcome for both the employer and the employee and various teams in the organisation.
Jerome, I completely agree that partnering with employees and understanding the value they bring is a key component of effective leadership. By taking the time to understand the other skills and potential of our team members, we can help them grow and develop in ways that benefit both the individual and the organization. As a leader, I recognize that it is important to create opportunities for my team members to utilize their other skills and to support them in their professional development. By aligning their growth with the company strategy, we can create a win-win outcome for everyone involved. I approach this aspect of my role with humility, recognizing that I have much to learn from my team members and that their contributions and insights are valuable. I believe that by partnering with our employees and supporting their growth, we can foster a positive and collaborative work environment that benefits everyone. I hope my comment added value to your toolkit! Adrian
Perhaps the most amazing leadership through cultural change was the cultural shift about smoking. In the 1950's 50% of adults smoked cigarettes. Now it's down to 13%. Culture is the most important thing to innovate about. Let's stop following the trail of tears in our culture and start following the trail of dreams. Let's get to the inflection point, the turning point where innovating and reimagining a culture of dreams becomes possible.
Real, collaborative connections between working parties are super important in successful innovation and implementation. The formal approach doesn't work when the chase is about innovation and change management, which could be either process or people, or organization-wide change.
Excellent video and I think a lot of the concepts are transferable between the business and you as an employee. For example, concentrating on your core strengths. So many times we're told what we are weak at and spend far too much time working on something we're never going to be great at. Better to focus on your strengths and core competencies and use those to elevate you. Focusing on our weaknesses will distract us from excelling at what we're great at.
- Recognize the evolution in leadership from direction to co-creation (0:09). - Shift focus from personal vision to cultivating collective capabilities (0:45). - Embrace the role of architect to foster a collaborative and experimental culture (1:24). - Act as a bridger to connect internal efforts with external talent and tools (2:15). - Serve as a catalyst to accelerate innovation across the entire ecosystem (3:14). - Build mutual trust and commitments with partners for shared innovation goals (4:17). - Rethink influence beyond formal authority, fostering commitment and risk-taking (5:22).
This is a really awesome video...packed with salient advice that is well articulated. As someone chairing a large government innovation and change leadership program for the State of California, your approach demonstrates the type of pioneering bottom line, foundation, and launch pad that is essential. Kudos!
Not sure why this popped up just now, but fantastic distillation of the gathering concept and ideas on how to think about that concept of collective genius. Thank you!
The big question is why organizations say that they want creatives and innovation, but ultimately don't support that kind of innovation. Dr. Hill is so right; co-creation is the opportunity. and then the culture and compensation and reward structure has to support failure in support of innovation- that is the hard part, that is rarely accomplished.
Gosh I'd love to be one of your students, coachees or mentoree(??) - you are SO inspiring, and a wonderful teacher with real internal power and authority - way beyond formal authority. Am sending this to my adult kids - not just for business, but as a way of being. (Fab to see one of your students say you were inspiring too.) With love from the UK. ❤
2023 April 19 Comment - Leadership Part1 - HBR RU-vid channel- What makes a great leader? By Prof. Linda A. Hill. (Respectfully, I proposed we should not abbreviate the names of our mothers. We should state them in full together with the surnames of our fathers. Our fathers and mothers are equals.) by Emmanuel Redaniel Matuco You are most persuasive. And I think I have gone beyond the borders of Professor Martin’s topic -“A Plan is Not A Strategy”. My last comment there was about leadership already. So maybe this is the proper place where I should proceed. Leadership is an engaging topic. Yeah, very engaging. But depending on the context it is also a contentious and at worst, a divisive one if not properly facilitated. In short, one is treading on thin ice. Protocols being said, please, do let's begin. Way back in the 2010 period of my participation in the HBR blog site, I remember a phrase by Prof. Stewart D. Friedman, in a sentence contained in one of his articles, which said something about the necessity of "not imposing one's values..." or something like that. It hit me. Thinking long and hard on it, I, the following day, gratefully wrote a response in the form of a compliment through a comment. I choose to compliment the artistry of Prof. Silverman. Besides, the article Prof. Silverman wrote that time was beautifully witty. Which was the exact opposite of the serious tone and tenor of the articles that were published together with it. Intense in fact. So a breath of fresh air was most welcome. His article delighted me so much I was compelled to capture in one word, what I've always wanted to say about the essence of Prof. Silverman's minimalist style, especially his sense of humor, "... unmatched". The phrase "... not imposing one's values" though stayed with me. Leadership being a potentially “contentious” subject, I would like the spirit of that phrase to guide me again here. Thus the thoughts submitted here are merely “for consideration”, with all due respect to other schools of thought. If I came across as “imposing my values”, please accept my sincerest apologies. Along these lines, I’ve concluded the “inclusive” route is to share the essential points of the leadership training I received from my Soka Gakkai mentors and fellow practitioners. My training started with the question: “What is the purpose of life?” "What is the purpose of life? If one were to express this in just a word, it would have to be 'happiness.' The purpose of education must therefore accord with the purpose of life." Tsunesaburo Makiguchi (1871-1944), educator and founder of Soka Gakkai. Can it (lasting happiness) be attained? Yes. Everyone is fully endowed with this life-state of happiness. In some regions of the world, or in some philosophies, this state-of-life is referred to as the enlightened state. Described by a specific language, (though there maybe equivalents to it in other languages), this enlightened state is called the Buddha nature. So for purposes of economy, I will use that term “Buddha nature”. But the term should include all the equivalent state of life of happiness other philosophical thoughts have arrived at. To continue, all life, all persons and their environment have the Buddha nature. The term “Environment” here covers in particular, one’s immediate environment (e.g. family, community) and in general, the entire physical cosmos and yeah, the non-physical cosmos as well. Respectfully my leadership training also answers “yes” to the following questions: “Can it be attained within one’s lifetime? Can it be attained just as we are (women, Devadatta, people from the worlds of learning and realization, all the 9 worlds)?” Yes. Those three questions cover the entirety of the theoretical foundations of my leadership training in Soka Gakkai Buddhism. They cover the first group of teaching that will be shared here. (Notes: See you in the next comment. Hopefully, and if possible only, in another video covering a “neutral” but inclusive perspective of leadership so we can spread the engagement and avoid monotony. But please, don’t take me wrong, I’m perfectly happy staying here, if it’s the best approach.)
Key to success corporate leader ship is be as greedy as you can and as ancountable as you can. Market your poor products or services aggressively because everything is about the image you project. Manipulate opinion via fake news to blurr lines and hide your corrupted behaviour and assets as deeply as you can.
Most of the companies I know, the CEO doesn't have a vision or how to innovate. The CEO's come in to focus on wall street demands, reduce costs and look for companies to buy. The leaders leave the innovation to lower levels and to very specific departments. Only entrepreneurs lead with vision and innovation. Public company leaders focus on stock price and personal incentives.
🎯 Key Takeaways for quick navigation: 00:00 Effective *leadership in the modern world involves moving from a focus on strategy and vision to shaping culture and capabilities within an organization.* 01:21 Great *leaders are architects who build a culture of collaboration, experimentation, and learning, emphasizing collective genius within diverse teams.* 02:18 Leaders *must also act as bridgers, connecting their organization with external talent and tools, as innovation often requires collaboration beyond organizational boundaries.* 03:15 Being *a catalyst involves accelerating co-creation across the entire ecosystem, which is essential for achieving ambitious goals that go beyond the organization's scope.* 05:40 Influence *in leadership should rely less on formal authority and more on shaping culture, forging genuine connections, and building commitment, as innovation is a voluntary act that cannot be commanded.* Made with HARPA AI
Year 2020 results speaks louder than mere words Findings from observations Applied by politicans, civil service, police, military, academia This is what is observed Sequence-sequential effectiveness 假gao2 假kiang3 假利害 假委屈假本事假好人假人假仪
小人居心(warrant-officer)sargeant-major condemn while in service and relegated to frontline-reserve 一块脸，翻脸不是人，翻去老妖精, 在， 面目全非之前. （没人性的不是人的被压的小人底子翻脸不认识人）. (Unqualified)Leadership against middle-class, after against low-class, going back to the initial-question root-issue of - who will do the work for ingrates-ungrateful.? Reflection of attack vector = small knife unqualified leadership against big concrete soil testing weights Paper-generals and their underlings. Theory very mathematical from their one sided perspective
For those who think this is a load of nonsense: Look closely at ASML, one of the most succesfull companies in the world, and you will find a lot of similarities with her words in the way they are organised.
Context matters. In order to be a great leader for whom? For customers? Employees? Community? Shareholders? All the leaders Harvard ever produces are groomed for capitalism, to maximize profits by all means necessary with an utter disregard for people and the environment.
First courage, to tell the truth! If you are a leader and uncomfortable in your shoes, other's read your facial expression. Next speed in innovation and strategic hiring is devilish. If you have to fire 10% of workforce every year, the CEO should fire himself in his 3rd year as CEO. Eg Late Jack Welch. Competition is insignificant & over-hyped by Consultants. Maximizing shareholder value is the dumbest business idea ever created by Harvard Business School.
Partnership is mandatory to live a successful life. Because "No one is master in everything" ru-vid.com/video/%D0%B2%D0%B8%D0%B4%D0%B5%D0%BE-42RcEd0xXjQ.html
One thing in this video is completely wrong - a statement about “formal authority”. Without formal authority innovation can not happen at all in big enterprise. - it is just not possible, nobody will listen to your “great ideas” as nobody need to be engaged in something risky and not approved by leadership. If this lecturer had experience - she would never say this dumb statement that formal authority is not vital.
Harvard Business school has been studying the trait of Leadership for 50 years and they still have not figured out what it is. All they do is report the most recent buzzwords or some academic theory that happens to catch someone’s attention.
