Brand U manager attributes include: Help others develop personal leadership skills Abandon command-and-control management. Lead by collaborating, coaching and facilitating Take responsibility for the culture and performance of your group Move from enforcing compliance with job requirements to creating relationships that inspire participation in achieving goals[i] [i] Quoted in Alter, Allan, “3M’s Leadership Journey,” Computerworld, …
Personal Brand U leadership includes: Take responsibility for understanding yourself, develop your potential, manage your career, and align what you want to achieve with your skills with where 3M is going Work effectively, cooperate, and understand the differences in perceptions, personalities, and work styles Learn to be resilient during times of change by managing your …
Brand U leadership is still a difficult topic to explain. More and more, Brand U leaders are seen as people who can guide themselves or a group to do what needs to be done as well as reach ever-higher goals. In general, these are normal people who possess high energy, are committed to a cause, …
What’s a great Brand U leader? Orit Gadiesh, the CEO of Bain & Company, defines leadership as the “continuous process of defining the guiding principles of a company – its strategic principles and core values.”[i] [i] Hewson, Roger, “New Dimensions in Leadership,” Strategy and Leadership, September/October, 1997, p. 43.
Hire the best people Have a crystal clear direction Give people time to think Shorten the feedback loop Let people feel their impact Allow unicycles[i] [i] Emmerling, John, “Gates-ian Ideas Work in Ad Biz,” Advertising Age, September 23, 1996, p. 31.
Some work pundits even suggest that traditional managers don’t add value, are too often redundant, and are organizational dinosaurs. Richard Koch and Ian Godden in Managing Without Management suggest that management as it exists today can’t be salvaged by the ‘flavor of the month’ fads and may disappear entirely early in this century. Sounds far …
“Peter F Drucker, … has a new message for traditional corporate executives: Find another line of work.”[i] Tough message from the father of modern management. He goes on: “The unique 20th Century creation, the corporation, is not going to survive in the 21st Century.” Where will the best and brightest put their creative energies? Knowledge …
Scott Adams enjoys driving nails in the coffin of poor management. In another restatement, the Dilbert Principle states “…the most effective workers are systematically moved to the place where they can do the least damage: Management.” Can you imagine how a supervisor or manager feels when most of his or her organization’s cube-heads and Brand …
The concept of manager and Brand U worker is changing dramatically. A manager was usually defined in terms of superior and subordinate roles. If we’re purists, all Brand U’s are responsible for the output of his or her work. In other words, a Brand U manages a process, function, or work cell. So, what’s the …
Leadership is the capability to translate vision into reality. Warren Bennis, Professor