Michael came out of the meeting with Lynda shaking his head. “Maybe it’s just a silo thing,” he thought, figuring that Linda and her department were being overprotective and unwilling to communicate openly with other departments. Deep down, though, he knew the truth: there had always been tension between himself and Lynda. Even though they both believed they had enough leadership skills to reach being C-level executives (although Michael secretly thought Linda was a bit of a B), working together was becoming increasingly difficult.
You probably know about the concept of cause and effect, AKA causality. It’s the relationship between an event (the cause) and a second event (the effect), when the effect is the direct result of the event.
For instance, if you hit your thumb with a hammer (the cause), your thumb is going to hurt (the effect.) Often we can figure out the cause simply by looking at the effect. In this example, if you see a smashed thumb and a hammer nearby, you can be pretty confident that the cause of the injury was the hammer.
But when it comes to people, particularly in relation to corporate culture and specifically declining innovation cause and effect can get more than a little fuzzy.
In my last article, some considered me a little blasphemous when I asked: Was Steve Jobs a Leadership Dinosaur?
Fulfill Your Leadership Potential…The evolution high-performance individuals.
One of the reasons, so many organizations are struggling to keep their top talent both loyal and engaged is because of the natural evolution high-performance individuals.
People who are high performers have an innate desire for personal growth as well as professional growth. Today’s top talent want to maximize their human potential, and here’s the most important part…this is in complete alignment with the fact that today’s workforce has a deep desire for mastery in what they do.