February 13, 2012 BY: Fran Johnston
All hell broke loose with the news and the organization found itself on its proverbial back high heel. Other organizations would kill for this kind of engagement and attention. But what did Komen do? They made the two big mistakes so many other leaders of successful companies and organizations have done through the years: the Komen for the Cure leadership took their supporters for granted and are now having trouble admitting they did anything wrong.
December 19, 2011 BY: teleos
Many of the Challengers we have worked with and researched have said something similar to us about their work in organisational life. Most of them have a story of a defining moment or moments when they stood for something that seemed impossible to achieve; took a position against a greater force; championed an unpopular cause; found a way of living on the edge of the established way of doing things, or accepted being marginalised for the sake of what they wanted to achieve.
June 28, 2011 BY: teleos
Because rebuilding credibility takes not days or weeks, but years, and because it can be lost in an instant, taking the time to ensure alignment by talking to a few of the people around you is about the best ROI on an hour or so that you could ever get.
June 09, 2011 BY: Eddy Mwelwa
Resonant leaders and followers are in a reciprocal relationship, each positively influencing and being influenced by the other. Just as a leader has the power to hire, fire, reward, and punish employees, followers have the power to authorize or withhold authorization