Repeatedly over this past year, prompted by the American election, one hears the question: "Where are our great leaders?" And then everyone gets down to dissecting politicians, exposing their every weakness, and bemoaning their increasing lack of capability. That is surely accurate, but there's another explanation to add to this rationale: we don't have real leaders anymore because we don't have followers.
Effective approaches to leadership now goes beyond the specific qualities of an individual -- a set of objective characteristics, a formal position, or a status the individual possesses -- and into building relational practices and activities which invite sharing. In the 21st century, it's all about building interconnected communities.
The departure of Twitter's CEO Dick Costolo opens up new and exciting opportunities for the microblogging social network. Twitter is falling behind its social media competitors in attracting new users and keeping users active. The time is right for a new CEO and both investors and Twitter users are wondering what's next for the company, and what the next permanent CEO might look like.
While most of the Indian diaspora as well as some Canadian politicians were very excited about Indian Prime Minister Narendra Modi's visit to Canada, there were others who were outraged and saw it as an opportunity to express their displeasure with protests. But Modi is not the first leader of a nation to be accused of some form of transgression.
A quick quiz for you -- which country has: the most women in parliament? The largest number on boards? Drum roll -- Rwanda 63.8 per cent and Norway 40.6 per cent. So it seems that when it comes to leadership, the glass ceiling in the U.S. and U.K. isn't about to be shattered any time soon. But does this really matter? I think it does.
The announcement of Swisscom CEO Carsten Schloter's suicide shook the media earlier this summer, followed by the suicide of Pierre Wauthier, CFO of the Zurich Insurance Group, only a few weeks later. For many people in leading positions, "lonely at the top" is not just a simple cliché, but rather a sad reality. A personal sparring partner can make a crucial difference.
A while ago, I had the opportunity to witness the demonstration of an avalanche airbag. The space created by the airbag can save lives in a situation that would otherwise bear the imminent risk of suffocation. I was immediately aware of the symbolism: Metaphorically speaking, our packed days and weeks are like avalanches, rolling over our heads and burying us underneath them. As in a real avalanche, the key lays in creating space.
Antonio Damasio, (2003, Looking for Spinoza) the renowned neuroscientist, has demonstrated the important role of emotions in decision-making. When we insist on removing emotions from our decisions, we are ignoring the emotional part of our decision-making process. Why do we choose to avoid emotion, especially in a business or professional setting?