Those things that you are conscious of as pressures that need to be dealt with in the short term.
They need to identify and use their own personal leadership assets. The balance we need is between achievement and enjoyment or, put another way, to enjoy the journey as well as the destination. It was held up by respected analysts such as McKinsey and by business schools such as Harvard and Darden as being the new age company.
The majority of our actions relate logically to something else.
Goffee and Jones point out that good leaders seem able to accurately assess a situation and adjust their approach and behaviour accordingly. The organisation and culture can quickly revert to the status quo, which caused the problems in the first instance. But breakthrough results are generally only as a result of breakthrough thinking.
This is important, but it is no where near as important as being effective at achieving objectives. It is therefore no surprise that the new plan invariably ends up looking like the previous plan plus a bit.
Some ideas to get you started.
That's where creative thinking comes in. It is possible to teach, learn and practise the deliberate and formal skills of lateral thinking in the same manner as teaching mathematics. We directly attribute this to the quality of service we provide when customers need to make a claim.
And, of course, this gives rise to legions of disenchanted followers, producing the deepest organisational malaise of modern times: cynicism. You are a winner and you deserve to be championed! Take the American steel company Nucor, which has built its culture round the motivation of the individual.
They mistakenly believe that you have people who are creative and people who are not creative, and it is just a matter of waiting for the creative people to have new ideas.
The answers to these and many other questions relating to the working of the human mind can be found in this fascinating book.