I completed my reading and viewing assignments for my cohort’s IT Leadership Program Workshop 1 (- at UC Berkeley.) This is a brief set of notes for my own use about how all of them tie together.
- Leaders are made not born and leadership skills don’t always transfer across contexts.
- Leadership should be reflected in the culture of the organization; developing leaders, even in medium- and lower-level employees is a key part of that. Encourage them to take this on, and protect them when they step up. Leading up (i.e., leading your boss) should be expected, too.
- Be aware of where you are looking to anticipate change.
- Don’t be head down; you need to retain focus both of the work around you and broader context. You are responsible for framing problems, not solving them exclusively.
- Great leaders have diverse networks and the ability to develop relationships with people different from them.
- Self-mastery is the key to leadership. Great leaders model behavior (poise; emotional capacity) and define direction. Retaining empathy, humanity, dignity, passion, connection to other people in environment of transactional interaction are all hard.
- Conflict and feeling pressure is necessary. Don’t smooth over either too much; instead, regulate it.
- Be willing to look at taking large leaps, but take the time to understand them. At the same time, don’t wed yourself to long-term strategic planning processes that might be blocks.
- Inspire people to move beyond their own perceived limitations and encourage others to break with convention when necessary.
And the readings and videos:
- John P. Kotter, “What Leaders Really Do”, Harvard Business Review,
- Roselinde Torres, What it takes to be a great leader, TED@BCG San Francisco,
- Ronald Heifetz and Donald Laurie, “The Work of Leadership”, Harvard Business Review,
- Mark Sanborn, How to lead without a title,
- Nancy Koehn, Whiteboard Sessions - the Ingredients of Great Leadership, HBR Video, , Harvard Business Review
- John P. Kotter and Pat Cormier, Leadership Tip: It’s How You Act, Not Your Position, Forbes,
- “Why Everyone in an Enterprise Can — and Should — Be a Leader”, Knowledge@Wharton, . The Wharton School, University of Pennsylvania
- Walter Isaacson, “The Real Leadership Lessons of Steve Jobs”, Harvard Business Review,