Joe Folkman : Speed strategies for leadership
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Jo Folkman op 10-5-2017 in Amsterdam
BLENDED FROM GOOD TO GREAT
Leadership4you
Joe Folkman : Speed strategies for leadership
You just don ’ t ‘ understand ’ a manager from a university said . “ Our situation is different . We are all doing the jobs of two people .” I turned to the rest of the audience I was speaking to and asked , “ How many of you are being asked to do more work with less staff ?” Every hand went up . Clearly this situation was not unique . Across all industries and countries , employees are being asked to do the same thing . Universally , people are being asked to accomplish more in less time and with fewer resources .
Kom naar
Jo Folkman op 10-5-2017 in Amsterdam
The Need For Speed Recently , when analyzing Zenger Folkman ’ s 360- degree feedback data for several clients , searching for clues about what distinguished their stronger leaders from those who were less effective , we noticed a new factor consistently emerging : Speed . The better leaders moved at a quicker pace . They more rapidly saw trends . They were quick to identify and solve problems . However , to be more precise , my colleague Joe Folkman and I determined that what made these leaders so effective was not merely that they acted quickly . Instead , it was the combination of operating at a fast tempo and simultaneously producing work of high quality . Their creation of greater value came from a quicker pace that didn ’ t compromise quality . I was surprised at how frequently this showed up as a power predictor , not only for a leader ’ s effectiveness but also for the entire organization ’ s success . With so many leaders feeling the pressure of “ too much to do and not enough time ,” could speed be the answer ? It is even possible for people to consciously increase their speed ? We ’ ve studied 51,137 leaders on two dimensions : the leaders ’ ability to do things fast , and to do things right . Leaders who were effective at doing things fast ( above the 75th percentile ), but not highly effective at doing things right ( below the 75th percentile ), had a 2 % probability of being one of their organization ’ s leader in the top 10 percent in overall effectiveness . On the other hand , those leaders who were rated
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Joe Folkman op
10-5-2017 in
Amsterdam