Interesting article about how the lack of a good system can drag even the best down to a watery grave, while a good system can elevate mere mortals to excel well above their expectations.

Quote:

"I agree – and can show you evidence – that there are huge differences in individual skill and ability in every occupation. BUT we’ve also got a lot of evidence that ordinary people can perform at top levels in a well-designed system, and even a superstar is doomed to fail in a bad system. Unfortunately, HR and too many other executives believe the advice in books like The War for Talent. (In fact, one of the authors is now head of HR at eBay.. perhaps another reason to short the stock). This is one of the worst management books ever written in my opinion: There is bad evidence from the authors’ own research, no mention of a massive body of research that contradicts many of their claims, and excessive claims are made that if leaders follow the authors’ advice, they can expect “expect a huge impact in a year.” "

Crappy People versus Crappy Systems

Wow, what a concept: "Retain Top Employees By Being A Better Boss"

Found this article that deals with the ramifications of bad bosses and their associated bad leadership. Thought I'd share. Here's the link to the article on SeatlePI.com, by Maureen Moriarty.

Here's my favorite paragraph from the article:

Sadly, in my coaching practice I see good employees who are leaving good jobs as a result of unchecked "bad bosses." Exit interviews are enlightening (too bad few companies do anything with them), with descriptions of these bosses such as "insensitive," "out of touch," "negative," "punisher," "demeaning," "critical," "micromanager" and "control freak." It's hardly surprising these employees want to go elsewhere.

Interestingly bad leadership technique

This came from the wonderful David Mamet Play/Movie Glengarry Glen Ross from several years ago. This is a GREAT diatribe against the lame salesmen that work for this firm. The real point, though, is that pressure sales is the worst job ever, that salesmen prey on people, that people are stupid to let themselves get sold anything, and that there are better jobs shoveling crap than being in sales.

Bad Bosses, Star Trek Style

Even Gene Rodenberry appreciated good leadership.

Apparently, Star Trek had a lot to offer regarding bad bosses. Check this out from i09.com:

Star Trek: The 7 Types of Bad Bosses (and how to avoid them).

This is well worth the read.

Thoughts on what it takes to be a good CIO/CTO

I was poking around LinkedIn earlier and came across a question that was asked to the collective LinkedIn community. The question was, "What makes a good CIO or CTO?"

These are the top three strengths that come to mind; note that they could easily be applied against other executive positions.

1. Ability to lead people.

Leadership is a fuzzy thing, part art and part science. Good leaders inspire people, motivate people, teach people, and help people to succeed -- all without the people in question knowing that they are being inspired, motivated or helped. Good leaders also build teams, build important trust relationships, listen to their people, and guide their people with care.

2. Ability to see with vision.

This is a hard one, because what I really mean if that a CTO/CIO needs to be able to predict the future -- the future of the company, the future of the market, and the future of the technological environment. Vision is 50% forsight and 50% introspection, organizationally speaking. Seeing with vision requires courage and a personal sense of the "rightness" of trends and external predictions.

3. Ability to execute.

I know a lot of really smart people who can't fight their way out of a wet paper bag. The ability to get things done, to organize, plan, and carry out any activity that imparts change on an organization, is a very important skill. This is where the proverbial rubber meets the road, where the plan becomes reality, and where the majority of the people you lead spend their days. When you successfully execute, your people are earning their paychecks, they are probably very happily at work, and the enterprise machine becomes better-tuned and more profitable. It's a win win.

My thoughts, thought I'd share them.

How to Lead People to Results

Found this on Lifehack.org.

Here's something that made me think I needed to share this:

The Greatest Management Oxymoron: Leaders Serve

Here’s another Pointy-Haired Boss trait: the power trip. Never get on the power trip. Never think that your position makes you more important. Your position and role is to serve everyone else. You provide direction and you provide assistance in getting the job done.

Read on!

Link

Marine Corps Leadership Traits

Complementary to the previous post, Marine Corps Leadership Principles, is the official list of Leadership Traits. These are traits that the Marine Corps has come to understand every leader must subscribe to achieve. It's not a formula to follow, not a checklist to read. It's more of a listing of terms that mean something important with respect to the qualities a person must attempt to reach throughout the course of their tenure as a leader. Really, these are traits that don't restrict themselves to leaders; I think we can all benefit by trying to be more dependable, have more appropriate bearing, etcetera.

• Dependability: The certainty of proper performance of duty.
• Bearing: Creating a favorable impression in carriage, appearance and personal conduct at all times.
• Courage: The mental quality that recognizes fear of danger or criticism, but enables a man to proceed in the face of it with calmness and firmness.
• Decisiveness: Ability to make decisions promptly and to announce them in clear, forceful manner.
• Endurance: The mental and physical stamina measured by the ability to withstand pain, fatigue, stress and hardship.
• Enthusiasm: The display of sincere interest and exuberance in the performance of duty.
• Initiative: Taking action in the absence of orders.
• Integrity: Uprightness of character and soundness of moral principles; includes the qualities of truthfulness and honesty.
• Judgment: The ability to weigh facts and possible solutions on which to base sound decisions.
• Justice: Giving reward and punishment according to merits of the case in question. The ability to administer a system of rewards and punishments impartially and consistently.
• Knowledge: Understanding of a science or an art. The range of one's information, including professional knowledge and an understanding of your Marines.
• Tact: The ability to deal with others without creating offense.
• Unselfishness: Avoidance of providing for one's own comfort and personal advancement at the expense of others.
• Loyalty: The quality of faithfulness to country, the Corps, the unit, to one's seniors, subordinates and peers.