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The Four Kinds of Leadership Judgment: A Framework for Selecting a CEO

The Four Kinds of Leadership Judgment: A Framework for Selecting a CEO

Ultimately, the choice of a CEO is a calculated bet on how good that leader’s judgment will be when it comes to selecting the right people, setting the organization’s direction, and handling the inevitable crises all organizations face.

With Warren Bennis, I have developed a framework that will help in examining a leader’s past judgment calls and predicting future calls. The framework identifies four levels of leadership intelligence: judgment about yourself; judgment about your immediate team; judgment about your organization; and judgment related to stakeholders (decisions that involve your board, suppliers, customers, and community). Good leaders need capabilities at all four levels. The chart to the right presents the core issues—regarding people, strategy, and crises—in each area for which leaders must exercise judgment.

Great leaders are defined as such because a high percentage of their judgment calls are good. The key to such high performance is possessing knowledge that goes beyond a “just the facts” analytical capability. It is possessing deeper knowledge of the four domains.

PERSONAL JUDGMENT

PEOPLE Personal judgments about your ambitions, role, and capabilities

STRATEGY Personal judgments regarding your career and life strategy

CRISIS Personal judgments made during times of crisis and introspection

TEAM JUDGMENT

PEOPLE Judgments about who is on and off your team

STRATEGY Judgments about how your team evolves to meet business demands

CRISIS Judgments about how your team operates and with whom during a crisis

ORGANIZATIONAL JUDGMENT

PEOPLE Judgments about organizational systems for ensuring quality and capability of people in the organization

STRATEGY Judgments about how to engage and align all organizational levels in strategy execution

CRISIS Judgments about how to work with the organization through times of crisis

STAKEHOLDER JUDGMENT

PEOPLE Judgments about which stakeholders are important and how to engage them

STRATEGY Judgments about engaging stakeholders to frame, define, and execute strategy

CRISIS Judgments about dealing with key stakeholders during times of crisis

—N.M.T.

SOURCE JUDGMENT, BY NOEL M. TICHY AND WARREN G. BENNIS (PORTFOLIO, 2007).

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Είμαστε αισιόδοξοι «κατά συρροή»

Via Scoop.itGreek HR

Μια μελέτη δείχνει ότι ο ανθρώπινος εγκέφαλος είναι πολύ καλός στο να επεξεργάζεται τα καλά νέα για το μέλλον και να αφήνει τα “κακά” για αργότερα, έχοντας προδιάθεση για αισιοδοξία.
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Why Extraversion May Not Matter

Via Scoop.itpersonnel psychology

Recent research evidence suggests that while extraversion is predictive of many positive social outcomes, it may not be extraversion itself that matters. Instead, it may be possession of social skills or competencies that are better predictors of social outcomes than personality constructs such as extraversion. Let me explain. Extraversion is a core personality trait that is associated with high levels of energy, expressing emotions, and seeking the company of others. Extraverts seek out social situations. Intraverts are more low-key, deliberate, and often seek solitude. There is a great deal of research that shows that extraverts are evaluated more positively in initial encounters (usually in social situations, and likely because they get «noticed»). Extraverts are also evaluated more positively in job interviews and, most relevant to my area of study — leadership, extraverts are more likely to attain leadership positions and to be seen as more effective leaders. So, there is a seeming advantage to being an extravert.
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Creating a Psychologically Healthy Workplace: The Importance of Fit

Via Scoop.itpersonnel psychology

When a healthy workplace practice fails to achieve the desired results or anticipated ROI, some organizations become disenchanted and all-too-quickly abandon their efforts. However, workplace practice ineffectiveness may primarily stem from practice design and implementation issues rather than the practices themselves. Many organizations rush to implement the latest “wellness” or “work-life balance” programs featured in top business magazines or adopted by their competitors, which, in some cases, can trigger a string of bad experiences and waste financial resources. Achieving a healthy workplace is not necessarily expensive, but with a few major missteps it certainly can be a financial drain. Therefore, managers need to consider the interplay among the employee, the organization, and the practice itself when adopting healthy workplace practices. This article outlines an approach to psychologically healthy workplace practices that focuses on fit, as well as managerial steps to maximize practice effectiveness.
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The 10 Worst Mistakes of First-Time Job Hunters

Via Scoop.itpersonnel psychology

If you’re in your final year of college, be warned: the rumors about landing a job in this economy are true. You should be taking steps today, not next semester, to prepare yourself. An April 2011 survey conducted by Braun Research on behalf of Adecco Staffing U.S. found that 71% of 500 recent four-year college graduates would have done something differently to prepare for the job market. While companies will hire 9.5% more graduates from the class of 2012 than they did from the 2011 graduating class, according to another poll, employers are still looking for the pick of the litter.
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