Sales Wolf Blog

NOVEMBER 1, 2010

Michael Haberman, HR Observations : "Hire Attitude vs. Aptitude": A Lesson From Disney - Southwest Airlines is famously known for having a talent management philosophy of "hire for attitude, train for skill"  Disney - another consistently high performing organization - shares that same philosophy towards employee selection.

Blog 157

Blog Middle Management Talent Management Human Resources 157

CO2

JUNE 17, 2013

The airline industry has found, for instance, that under stressful conditions pilots who go into command-and-control mode have a higher failure rate than those who ask for feedback from their crew before making any decisions. The post Three Ways Leaders Outsmart Themselves appeared first on | Elements of Leadership Blog.

Charisma 129

Charisma Class Teamwork Airlines 129

LDRLB

MAY 26, 2014

It’s not generally a technology problem; it’s a leadership problem. What we say is, long before Netflix showed up, long before any of these disruptives showed up, the leadership of these companies knows full well that there are technology disruptors that are on the horizon. That’s what happened, remember, in the airline industry.

Early Adopters 60

Early Adopters Rogers Disruptive Innovation Innovation 60

Frank Sonnenberg Online

JUNE 21, 2021

This post is an excerpt from his excellent, internationally bestselling book CHANGE-friendly LEADERSHIP. Others will resist getting in the car at all. It’s often the stress that people resist, not the change itself. Change-friendly is also about leadership. Rodger Dean Duncan says, “Change is not the enemy.

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Hotels Stress Resistance Restructuring 128

CO2

JUNE 29, 2010

We believe the strength of any team is in the followers and there can be no leaders without followers, but the vast majority of research to date has focused on the leadership side of this equation. It is worth keeping in mind that some jobs have clear leadership requirements; virtually all jobs have followership requirements.

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Executive Coaching Execution Blog Self-aware 129

Tanveer Naseer

MARCH 6, 2012

They’re the specific attitudes that make your organization different from everybody else. “Brown Shorts” is a very strange name that pays homage to Southwest Airlines and their unique culture of fun. Mark Murphy is the founder and CEO of Leadership IQ. What the heck are Brown Shorts? ” To which I say: “ Great!”

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Airlines Delegation Incentives Open-book 214

Harvard Business Review

SEPTEMBER 27, 2011

To resist doing what everyone else is doing or what you are expected to do requires courage. Some years ago, the then-CEO of Air Products told me that it took his team two months to decide and plan layoffs, two weeks to do them, and two years to recover.

CEO 15

CEO Benchmarking Long-term Banking 15

Harvard Business Review

OCTOBER 17, 2011

Bethune was leading a turnaround at Continental Airlines, for example, he sent an unexpected $65 check to every employee when Continental made it to the top five for on-time flights. Consider how pleased you are when a friend brings a bottle of wine to your house for dinner and how different you'd feel if he offered to pay you for the meal.

Motivation 15

Motivation Gordon Sharpe Airlines 15

Harvard Business Review

JANUARY 28, 2016

The leadership of the change effort can’t end with the top team, the top 100 managers, or the top 1,000 managers. While this might not resolve the tensions and paradoxes, it enables people to at least acknowledge that they exist, have their concerns heard, and discuss proactive ways forward together. Hold everyone accountable.

Succession 8

Succession Agility Globalization Learning-by-Doing 8

Harvard Business Review

MAY 19, 2015

Whereas recent views of leadership tend to emphasize the instrumental meaning of performance, the extent to which a leader meets contracted goals, there is also a cultural meaning of performance. They wanted to hear about Semco, Southwest Airlines, Gore Tex, HCL. Sooner or later, they want to shape its culture.

Management 8

Management Long-term System Delegation 8

Harvard Business Review

SEPTEMBER 27, 2016

But the best CEOs resist the desire to chase the next shiny object. Or, as an airline CEO reflected in a recent conversation with us, “In any company I’ve been in, there haven’t been very many people who are capable of standing back and making the complicated things very simple.

CEO 8

CEO Class Chief Executive Officer Strategy 8

Harvard Business Review

AUGUST 16, 2016

.” And yet the lean startup methodology, born in Silicon Valley as a way for startups to tune in to customer needs with limited resources, has been gaining major momentum inside big companies like General Electric, Alaska Airlines, Telefonica, 3M, and W.L. Thoughtful communication is also important.

Company 8

Company Airlines Ries Survey 8

Harvard Business Review

FEBRUARY 16, 2011

But the CEO who took first place this year was singled out for what seems to be an entirely new and noteworthy type of leadership. When Carlos Ghosn passionately promotes the all-electric Nissan Leaf while aggressively pushing advances with conventional internal-combustion engine vehicles , you know you're looking at a new type of leadership.

Parcell 14

Parcell CEO Airlines Trends 14

Harvard Business Review

NOVEMBER 5, 2014

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. Gary Hamel and C.K.

Organization 9

Organization Airlines Prahalad Hamel 9

Harvard Business Review

NOVEMBER 5, 2014

It may be possible to create alignment among the leadership team, but that consensus will break down once the individual members return to their working groups. There, they will find that they are confronted with local majorities opposed to the global leadership view and, in time, even leaders will conform. Gary Hamel and C.K.

Organization 8

Organization Airlines Prahalad Hamel 8

Harvard Business Review

OCTOBER 2, 2015

Create a leadership circle, a group of senior leaders working outside a hierarchical reporting framework brought together by a specific set of business challenges that transcend any one person’s (or group’s) scope of responsibility. In the 1950s, Boeing was an insignificant player in commercial airliners. How to start?

Management 8

Management Drucker Survey Globalization 8

Harvard Business Review

JUNE 20, 2014

It seems like in leadership in business and elsewhere, you really are stuck or blessed with heuristics, because the whole idea is you’re pushing into unknown territory. Studies have shown that for, instance, at an airline, the simple heuristic predicted future customer behavior better than the complex Pareto model. Less was more.

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Uncertainty Kahneman Banking System 14