Skip to content
Home arrow News and Analysis
When Followers Become Toxic PDF Print E-mail
 Leaders are vulnerable, too. That is, they can be led astray just as their followers can actually, by their followers. Sometimes, good leaders end up making poor decisions because well-meaning followers are united and persuasive about a course of action. This is a particular problem for leaders who attract and empower strong followers.

These executives need to become more skeptical of the majority view and push followers to examine their opinions more closely. At other times, leaders get into trouble because they are surrounded by followers who fool them with flattery and isolate them from uncomfortable realities. 
Productive Friction: How Difficult Business Partnerships Can Accelerate Innovation PDF Print E-mail
 Companies are becoming more dependent on business partners, but coordinating with outsiders takes its toll. Negotiating terms, monitoring performance, and, if needs are not being met, switching from one partner to another require time and money.

Such transaction costs, Ronald Coase explained in his 1937 essay "The Nature of the Firm," drove many organizations to bring their activities in-house. But what if Coase placed too much emphasis on these costs? What if friction between companies can be productive? 
Delusions of Success: How Optimism Undermines Executives' Decisions PDF Print E-mail
The evidence is disturbingly clear: Most major business initiatives--mergers and acquisitions, capital investments, market entries--fail to pay off.

Economists would argue that the low success rate reflects a rational assessment of risk, with the returns from a few successes outweighing the losses of many failures. But two distinguished scholars of decision making, Dan Lovallo of the University of New South Wales and Nobel laureate Daniel Kahneman of Princeton University, provide a very different explanation. 
A Brief History of Decision Making PDF Print E-mail
Sometime around the middle of the past century, telephone executive Chester Barnard imported the term "decision making" from public administration into the business world.

There it began to replace narrower terms, like "resource allocation" and "policy making," shifting the way managers thought about their role from continuous, Hamlet-like deliberation toward a crisp series of conclusions reached and actions taken. 
In a Recession, Put Everyone in Marketing PDF Print E-mail
Are you facing falling customer orders? Slower renewals? Cancellations? Requests for ever-deeper discounts?

So now what? When you can't (and shouldn't) cut any further, you can leverage the creativity of the people on your team. This is truly the time when employees are your most important assets -- for real, not just in slogans. In a recession, everyone should be in marketing.
Why People Follow the Leader: The Power of Transference PDF Print E-mail
We all admire leaders. In trying to understand how leadership works, however, we often lose sight of the fact that followers are a crucial part of the equation.

Regrettably, they get short shrift in the management literature, where they are described as merely responding to their leaders' charisma or caring attitudes. What most analyses seem to ignore is that followers have their own motivations and are as powerfully driven to follow as leaders are to lead. 
<< Start < Prev 1 2 3 4 5 6 7 8 9 10 Next > End >>

Results 1 - 6 of 73

Chose your language