He regularly leads Wharton graduates on leadership treks to the Himalayas. Occasionally the arrangements violated civil service rules, but when told to conform, Kranz invented ways around them. Implicit comprehension was a key objective of the team building: "You learn to use the nonverbal communication," Kranz says. The flight teams then challenged the astronaut teams on the football field.
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He regularly leads Wharton graduates on leadership treks to the Himalayas. Occasionally the arrangements violated civil service rules, but when told to conform, Kranz invented ways around them. Implicit comprehension was a key objective of the team building: "You learn to use the nonverbal communication," Kranz says.
The flight teams then challenged the astronaut teams on the football field. Other seasons produced still more competitive sports, even judo. The team-building payoffs were evident in Room The forty or so people working there had to solve dozens of interrelated problems on the fly, weaving hundreds of specific steps into broader fabric.
They had to restructure technological systems so tightly coupled that tiny changes in one could create havoc in another. Yet they quickly found an effective solution, reaffirming the collective virtues of the endless simulations and sports.
By implication: Developing teams and teams of teams through training and exercise can create the implicit understandings that make for fast and accurate decision making when the teams are under duress but must act. The Two Faces of Leadership Eugene Kranz enduredthe crisis with an unshakable faith that it would be resolved the right way.
His optimism stemmed from an optimistic appraisal of the decision-making apparatus he had fostered since taking control of the Apollo missions just two years earlier. His driving optimism and demand for accuracy among the teamsand specialists added the other half. Managers are vested with certain areas of authority from the day they arrive: they can revise budgets, assign people, and give raises. These are the levers of office shown in the bottom rectangle in Figure 3.
Like all successful managers, though, Kranz realized that the vested powers of office are only a platform to build on. As opposed to merely managing, leadership can be defined as moving above those vested powers in both personal and organizational ways, as shown in the upper rectangles in Figure 3.
Organizational leadership includes the exercise of change and development of other people, as seen in his team building before the mission and team restructuring during it. Leadership, then, can be viewed as leveraging what you are given to achieve far more.
Rather than having occasional, episodic interactions--where customers realize they have an unmet need and then look for ways to fill it--firms are striving to be continuously connected to their customers, providing services and products as the needs arise, even before customers become aware of them. There is probably no other industry for which this development will be as transformative as in health care delivery. Wearable devices, smart pill bottles, and digestible sensors--all of these technologies, and many more, are associated with the promise of improving the quality of care while also making efficient use of resources. This course explores the impact of connected strategies in general, and in particular the opportunities associated with them in health care delivery.
It’s Your Leadership Moment
Leadership Content Ample research shows that leadership makes the greatest difference when the world around us is uncertain, and we are unsure about what lies ahead. We also know that the impact will be greatest when it comes not only from the apex but also from the middle ranks and front lines, writes Michael Useem in this opinion piece. Useem is faculty director of the Leadership Center and McNulty Leadership Program at the Wharton School of the University of Pennsylvania, and author of books on leadership during crisis. What an extraordinary and terrifying moment for us all.
The Leadership Moment
Start free Blinkist trial Upgrade to Premium Read or listen now Synopsis In The Leadership Moment we accompany leaders from a range of different fields on their incredible journeys, and learn, by witnessing their responses to critical challenges, some of the central principles of great leadership. From seeking out new opportunities to winning the trust of your team, these blinks are your guide to leading well in the trickiest of times. Key idea 1 of 6 Seek out new challenges to grow your leadership skills. Are you always on the lookout for new challenges? Taking on new responsibilities is usually stressful, and sometimes nightmarish! For Clifton Wharton, the former US Deputy Secretary of State, challenging assignments were an opportunity to sharpen his skills and enrich his practical knowledge. A development economist, Wharton faced his first landmark challenge when he was elected president of Michigan State University.
Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All
It is my view that one of the most effective ways of preparing for such challenges is by looking at what others have done when their own leadership was on the line. By examining their experience and asking what they did and what they could have done, and by wondering what you would have done yourself, you can better anticipate what you should do when faced with your own leadership challenges. This book presents accounts of nine such experiences. The reader will naturally find herself reliving them and reflecting on what she would have in these situations.