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Think Pieces
How big is the reading pile on your desk or in your in-box? When do you get the time to read new ideas and re-fresh your thinking? I bet the vast majority of your time is driven by a remorseless wave of business-imposed activity. You most probably take the essential reading home for the week-end. You know your organisation needs fresh thinking and ideas. But where do you get them…once a year at Conference?
Thanks to one of our Directors, Roger Greene, Tricordant is now able to provide these fresh ideas and refreshers within our Tricord newsletter and by email. The rules: This monthly featurette, must only take 5-minutes to read and must provide some fresh ideas and thinking on various issues including, leadership, change management, organisation design, communications etc. So breath deep, relax and read on...
In Praise of the Incomplete Leader (2) (September 2009)
Leaders who choose only people who mirror themselves are likely to find their organisations tilting in one direction, missing one or more essential capabilities to survive in a changing complex world (HBR, February 2007).
In this article we will build on the concept of the Incomplete Leader to develop the concept of Whole Leadership. From a Tricordant view productive and sustainable organisations have aligned domains of identity, strategy systems and culture. Therefore we postulate that as a minimum each of these dimensions need to be led by talented and active leadership at the top table of the enterprise in order to keep the organisation sustainable and healthy for the long term.
 Read the full article
In Praise of the Incomplete Leader (1) (August 2009)
It's time to end the myth of the complete leader: the flawless person at the top who's got it all figured out. In fact the sooner leaders stop trying to be all things to all people, the better off their organisations will be.
Read the full article
Leaving Core Values to Chance (June 2009)
Following a recent stint in hospital Roger uses his experiences to draw attention to the disconnection between the organisations core values and those of individuals working within the organisation. Roger experienced three different styles of local leadership, the good, the competent and the business like. Unfortunately only the first leader actually showed any compassion for the patients. Roger leaves leaders with a challenge, about whether they can afford to leave the core values of their enterprise to chance? The reader is then directed to a paper titled, “Can Compassion be left to chance” to understand the Systems and Strategy perspectives that are explored, besides Leadership, to ensure that the core values are designed into the organisation at all levels.
Read the full article
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