- Opinion & Analysis
- Read Time: 12 min
To manage relationships with subordinates, colleagues, bosses and others, executives first need to know how to classify those people accurately.
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Recent research holds lessons for any company doing business in China: In a land where Confucianism originated over 2,000 years ago yet still exerts a major ethical and philosophical impact on the prevailing culture, managers who actively offer employees clear goals and rewards can strengthen organizational loyalty.
Many companies have developed strong leaders for business units but have overlooked developing people who act in the interest of the whole organization. Understanding three issues can help: What are the key elements of the enterprise leader‘s job? Why is learning to lead at the enterprise level so challenging? What can companies do to identify and develop enterprise leaders?
Leadership consists of opposing strengths, and most leaders have a natural tendency to overdevelop one at the expense of its counterpart. The resulting imbalance diminishes their effectiveness. But leaders who work to guard against such lopsidedness can increase their versatility and their impact.
IT professionals seem to have an image problem: Senior executives persist in viewing them as analytical, detail-oriented and introverted — generally unsuitable for high-level strategic, “big-picture” responsibilities.
In 1996, the browser wars became headline news. The conflict involved three of the most important companies of the early Internet era: Netscape, Microsoft and America Online. At stake was AOL’s choice of a browser for its online service, either Netscape’s Navigator or Microsoft’s Internet Explorer.
I come from an environment where, if you see a snake, you kill it. At GM, if you see a snake, the first thing you do is go hire a consultant on snakes. Then you get a committee on snakes, and then you discuss it for a couple of years.
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