Friday Features

06-September-2019 

Friday Features - a weekly selection of useful insights from business schools, consulting firms and publications to help you Unleash Your Leadership

In this edition...

  • Are you enabling a toxic culture?
  • A framework for crowdsourcing
  • An algorithm for CEO success
  • The Engagement blindspot
  • Find your Purpose and create impact

More...


BY Celia Swanson via Harvard Business Review

Leaders enable toxic cultures when they fail to look beyond results and remain unaware of inappropriate behaviour of good performers. While it is also the team’s responsibility to speak up and protect the culture, leaders have to set the right expectations and empower everyone to hold the organization accountable.

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BY Henning Piezunka et al. via INSEAD Knowledge

Since its popularisation began nearly 15 years ago, internet crowdsourcing has gone from a leading-edge innovation practice to an almost obligatory technique. It’s no longer remarkable to see organisations ranging from local government agencies to major banks attempting to tap the “wisdom of the crowd” to generate new product ideas or business solutions.

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BY Rich Lesser et al. via BCG Insights

For most CEOs, real success remains elusive. But by deftly exploiting a five-part algorithm, they can boost their chances of a truly successful tenure.

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BY Mark Royal  via Korn-Ferry.COM

Organization leaders have been so focused on increasing employee engagement that experts say they could be missing trouble at the other end of the spectrum: employees who are too engaged at work. Recent research suggests that these hyper-engaged employees can ultimately become difficult to manage, are less productive, and can hurt a company’s performance.

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BY Michael Zeller via Forbes

If you intentionally pursue clarity on your purpose, you'll create more confidence, momentum, certainty and resilience in your life and those you lead...

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We hope you enjoyed reading this issue of Friday Features as much as we did putting it together. If you have any comments, questions or suggestions, please do write in.

Narayan Kamath

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Narayan Kamath

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