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Leadership and Management

Leadership of the Heart, Head and Hands

John Nicholls (1994) proposed that leadership skills be considered from the basis of inspirational leadership (the heart), strategic leadership (the head), and supervisory leadership (of the hands). In all three cases, leadership is about the effect of the leader on people, individually or collectively, in relation to their environment.

Nicholls (1994) also suggested that Transforming leaders inspire people without using coercive power and authority – they are enablers who "engage" with people, giving them "headroom" to perform. By applying inspiration of the heart to their strategic leadership of the head, managers become visionary enablers.  By applying inspiration of the heart to their supervisory leadership of the hands managers become coaching enablers. 

Building Global Leaders and Multinational Organizations of Resilience by Andy Brough

Los Angeles experienced a 4.4 magnitude earthquake on 17 March 2010. What makes the quake significant is that it was the latest in a long list of earthquakes that occurred in just the first eleven weeks of 2010. The LA earthquake followed the dramatic quake in Haiti, the 8.8 earthquake in Chile (reported to have been strong enough to move the earth of its axis), as well as quakes in Japan, Indonesia, and Turkey. In many cases, devastating aftershocks followed these initial quakes.

Talent Management

Talent management is a bit of a misnomer really. How can we ever presume to manage someone else's talent. When we talk about talent management, what is generally understood is that we are referring to  an organizations ability to attract, retain, and develop individuals who will continue to add value to the organization as a whole. In short, talent management is about improving employee/staff engagement. An engaged employee/staff member is more involved, enjoys work, and is more committed to the overall interests of the organization.  

The Importance of Vision (Looking Forward)- Andy Brough

In a recent leadership survey 72% of respondents indicated they were looking

for a leader who was forward looking. At the same time they also identified that

business leaders spend as little as 3 % of work time envisioning. In creating and

casting vision it is critical that there is a shared ownership of the vision.

Effective leadership involves communicating a vision that is inclusive so that

fulfillment does not rely solely on the individual leader. The best way to lead

5 Critical Business Questions

Once a year at the annual meeting of General Electrics top one hundred executives, each of the firm's thirteen business leaders is required to present an environmental scanning analysis of his or her respective businesses.

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