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News Flash – If you have to look for leadership it doesn’t exist…Today’s post is not going to sit well with many in the leadership profession, but then many of my posts seem to have that effect. In my opinion the practice of leadership identification is simply based upon flawed business logic, and it is make-work in the purest form.
Why are so many leadership development and high potential talent programs continuing to fail, or at the very least, not producing what we hope for? The answer is simple, those at the top of the organization are in denial about their own leadership capability. There is a cognitive bias trait called the Dunning-Kruger effect.
Why are so many leadership development and high potential talent programs continuing to fail, or at the very least, not producing what we hope for? The answer is simple, those at the top of the organization are in denial about their own leadership capability. There is a cognitive bias trait called the Dunning-Kruger effect.
Leadership is not an easy task, and even the best leaders are susceptible to errors in thinking that can hinder decision-making and, ultimately, organizational success. Recognizing and avoiding these pitfalls can significantly enhance leadership effectiveness. This can result in poor decision-making and a lack of innovative thinking.
Companies need to make drastic changes to their websites and marketing collateral to recognize the change in the digital marketplace. He has over three decades of leadership experience in sales, including Vice Presidencies at Dun & Bradstreet Software, AC Nielsen, Solcorp (then part of EDS, now HP), and Deloitte and Touche.
Leadership is not an easy task, and even the best leaders are susceptible to errors in thinking that can hinder decision-making and, ultimately, organizational success. Recognizing and avoiding these pitfalls can significantly enhance leadership effectiveness. This can result in poor decision-making and a lack of innovative thinking.
Adoption risk: Adopting technologies or responding to market, business, and technology trends too quickly or too slowly; reactively or over thought, without considering how non-technical implications or unintended consequences contribute adoption risk. IT creates risk confusing leadership, governance, and managing.
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