Human Challenges : Weblog

Tuesday May 20, 2008

Leadership Training

Based on Scharmer's Theory U that I laid out previously there are interesting concepts of leadership trainings. The U process describes 7 leadership capabilities that help leaders or teams in complex situations to find decisions, ideas and solutions by letting go of the past to realize the future as it emerges and connect to the best future possibility.

At Daimler, PricewaterhouseCoopers, and Fujitsu more than 150 leaders in each organization went through leadership programs designed by Scharmer based on the U approach. Within such a program at Daimler for example the newly promoted directors conduct interviews with key stakeholders and do job shadowing with some peers. In a 5-day U-based workshop they discuss the results of those activities in small groups, reflect the basic questions of authentic leadership in a room of intentional silence and find their own authentic communication style by practicing with professional theatre coaches and their colleagues to give feed-back. Directors who experienced this learning environment have reported personal behavioral changes (such as better listening skills and a greater capacity to deal with pressure) that have led to new leadership techniques, behaviors and results.

The U process works really well in an environment that is facing the challenge to provide constant innovation to be ahead of the market. A successful top executive at Nokia shared with Scharmer that her focus was on facilitating the opening process. Working with an engineering team in the automotive industry he used a development approach adapted to the U process. The team went through a learning journey (observing and opening), a retreat with intentional silence and an exercise of instantly building prototypes. As the topic was to develop an electronic self healing mechanism for the car engine aspects of an interview with practitioners of traditional Chinese medicine were integrated into the prototypes.

Theory U is also one basic element of leadership development and training for Wolfgang Bischoff and his Human Culture Academy. Together with Andy Logan he is offering a three day course for senior leaders “The Essence Workshop”. Details for the next course can be found here. The venue is a really nice location at the Baltic sea East of Hamburg.

Leadership, Theory U

Posted at 03:53PM May 20, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Thursday May 08, 2008

Presencing

Some years ago I came across an interesting theory of a professor at MIT called Claus Otto Scharmer. Since I started this blog I always wanted to point it out. Now already one year passed since he published his book based on years of research including many interviews with leaders from all continents: Theory U: Leading from the Future as it Emerges.

I have to admit that I am absolutely impressed by his forward thinking approach. Just the title “Leading from the Future as it Emerges” and the core element of his theory, Presencing: “Letting the inner knowing emerge” feels to me like a ground-breaking, eye-opening approach to start solving some of the worlds most prevalent problems by educating the leaders for the coming decades of this century in any organization or institution.

He writes in the executive review on the Theory U webpage that I will use here as I do not count on describing it any better in my own words (also the Graphic inserted is borrowed from there): “We are blind to the source dimension from which effective leadership and social action come into being. We know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate. And it is this source that “ Theory U” attempts to explore.”

In this article about Theory U that I invite you all to read he is referring to Albert Einstein who “famously noted that problems cannot be resolved by the same level of consciousness that created them.” And Scharmer continues: “If we address our 21st-century challenges with reactive mind-sets that mostly reflect the realities of the 19th and 20th centuries, we will increase frustration, cynicism, and anger.” To really address the systemic root issues of our problems he suggests a new Social Technology, consisting of seven essential leadership capacities: Holding the space of listening, Observing, Sensing, Presencing, Crystallizing, Prototyping, Performing which he lays out in any of the sources linked above. He starts very simply with listening and lists 4 levels of it: downloading, factual, empathic, generative... somewhere in his article there is a subtitle: “Slowing down to Understand” which best describes where most of us are at and where we should go...

I think this is enough to make you curious, there are more materials on the web at Ottoscharmer.com. There is also the Presencing Institute. I am always looking myself for ways to use any of the elements in my daily life and work. And I am coming back to a path that some may pursue after looking more deeply into Theory U, something I already mentioned while writing about Jim Collins' Level 5 Leadership and this is Meditation. A technique still regarded as strange by many in our western world but definitely used by some Asian leaders (although it is also practiced in Christian religions). We are at the essence here to solve some of the “Human Challenges” we are currently facing not only at a corporate level... This may lead us to connect more to our inner being and... no fundamental change without any fundamental transformation of Self!

Scharmer, Presencing, Theory U, Leadership

Posted at 11:17PM May 08, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Thursday Mar 20, 2008

Pivotal Talent

I got some inspiration out of an HR meeting I have been in last week. We had an interesting discussion based on a concept from Boudreau/Ramstad about an effective talent strategy for the business. The authors get to the point how talent resources connect to strategic success. In consequence they describe how to identify a companies' “Pivotal Talent”. In order to do this it is crucial to know what are the key critical business processes that mostly contribute to the defined strategic success and then get clear about the people who are influencing these processes.

That way Federal Express in Asia identified couriers and dispatchers as being the pivotal talent. They needed to be knowledgeable about the logistics behind the scenes to give the customer the right answer if asked to wait another 15min because there are 10 more packages to come. Either they could do it knowing that the timing window at the airport hub is wide open or they would need to tell the customer that someone else will be picking up these additional ones.

The Disney example is also about increasing the customer experience and satisfaction as the main strategic goal. They identified the sweepers as most critical to help make people feel cared about waiting in the queues. They could for example get a new icecream for a child who just had it's fallen on the ground.

The pivotal talent may not always be the most obvious talent that we naturally tend to value. This shows that the concept of “Pivotal Talent” is even more important to apply!

Talent, Organization Development, Human Resources, HR

Posted at 06:47PM Mar 20, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[3]

Brainstorming

Another really interesting learning I had over the past week was brainstorming with reverse assumptions. It may sound obvious or easy but a group doing it the first time needs a while to get into it. What would you say being part of a services group if you are NOT customer oriented? But exactly this provoking statement gets new ideas out of people. They start thinking about what this really means and things like bringing services proactively to the customer can arise – opening up to go beyond customer oriented!

Brainstorming, Facilitation

Posted at 06:47PM Mar 20, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Monday Jan 21, 2008

Alumni Networks

More reading on social networks brought me to the term Corporate Social Networking (CSN) and SelectMinds, Inc., a CSN solutions provider, apparently coining this term. The results of their first annual client benchmarking study done last year, which examined the financial contributions of CSN solutions to a cross section of its client base of 60 leading, global organizations revealed that a better connected workforce through CSN technology can yield significant financial contributions to organizations. Key benefits noted included productivity contributions, retention contributions, new business opportunities and leverage to re-hire former employees!

The latter is an interesting fact. Let us just collect some of the benefits of keeping former employees connected with the company. These relationships are a source of business and employee referrals including the possibility to re-hire them. Social Networking tools are ideal to build an alumni community and integrate it with regular employees. In that way their knowledge can be more easily accessed which could play a major role with retirees.

But the fact of having more direct access to this population with the intention to re-hire them seems to be the most attractive by far as rehires are quickly up to speed when they come back. They bring a huge motivation with them as they experienced that the grass is not greener elsewhere. They came back because they learned to value the company culture more. And in consequence they are more successful than the average employee, get promoted more quickly and make their ways through the organization. Not to mention the obvious: hiring cost for this population is much lower!

Another aspect where Social Networking can bring value is “Relational Onboarding”. The Human Capital Institute found that the quicker new hires establish relationships the more productive, the more satisfied and loyal to the organization they are!

The business network Xing had a conference on alumni networks already in 2006. More information can be found in the SelectMinds White Paper “Increasing the density of connections to power business performance” which can be requested on their webpage.

Social Network, Enterprise 2.0, Web 2.0, HR 2.0, Recruiting 2.0, Human Resources

Posted at 07:22AM Jan 21, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[1]

Tuesday Jan 15, 2008

Networks versus Matrix

Shortly after I put my last entry online I read another McKinsey article (Harnessing the power of informal employee networks) from November 2007 which even more explicitly positions the formal network as a new model against the matrix organization.

There were some interesting elements that were put forward contributing to the dysfunction of a matrix organization going back to history. Matrix organizations worked well until the late 1980s because they were used sparingly and did not greatly confuse the hierarchical lines responsible for the success of the companies. As the work environment became more complex with the demands of globalization more matrix roles were created as many different perspectives needed to be integrated.

This led to more interactions and decisions to be handled overwhelming the matrix manager. Also the amount of knowledge and information exceeded personal capacities of any individual. In order to work horizontally across an organization employees found themselves confronted with searching through poorly connected organizational silos for the knowledge and collaborators they needed.

McKinsey did a study which discovered how much information and knowledge flows through formal networks against how little through official hierarchical and matrix structures.

So very simply a formal network can be established by splitting up the matrix inherent dual line reporting to one solid line remaining and the more functional oriented line substituted by a formal network that through better knowledge flow and quick relationship building is for instance far better suited for best practice sharing.

A clear owner of such a network is needed and the scope of activities need to be defined to avoid network overlaps. Most interestingly the article talks about a “servant leader” in this role as this individual is not a boss but a facilitator of interactions between members, responsible for the infrastructure (which requires a budget!), training, incentives for participation and contribution. So enough possibilities to influence the performance of the network to be held accountable for it. Very clearly these networks need to exist outside the hierarchical decision-making processes within the company.

All the value can be accelerated by having many different networks exist in parallel. Then there would be an effect of cross fertilization through employees being part of multiple communities.

I believe success is dependent on the buy in of the senior management of a company as structures need to be provided meaning serious investment is needed and on the other hand on the “servant leader” who needs to be charismatic and experienced in motivating employees to collaborative behavior.

Enterprise 2.0, Organization Design, HR 2.0, Human Resources

Posted at 12:22PM Jan 15, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Wednesday Jan 09, 2008

Value of Social Networks

Recently I put together a few slides about the benefits of social networks to update our team. As you know from some of my former entries I strongly believe that Human Resources professionals need to get on top of this trend as it is touching many different HR related topics: organization consulting, change management, communication, learning, team collaboration, compensation, retention, motivation, leadership requirements...

Here are the slides, let me briefly go through:

What is Web 2.0? - Starting off with a brief explanation: The phenomenon of Web 2.0 appears to me as two fold. On one hand all the people participating via blogs, videos, etc. contributing, sharing and voting. On the other hand new technologies that make it easier and more comfortable to find information and consume information. This reminds the Sun Microsystems vision statement on the next slide: “Everyone and Everything participating on the Network!”
Use of Social Networks – Coming to the core, describing purpose and resulting benefits of using social networks in a company.
Concept of Social Capital - How to explain that Social Networks are so beneficial? They add value because they increase the social capital of a company and more social capital increases productivity through higher levels of collaboration.
Communities of Practice - One type of Social Network that is in the focus for being used in a business context. It is a Social Network based on knowledge sharing and learning and has already been looked at before the social revolution with Web 2.0. Call it a classic.
Improving Organization Performance – Visualizing how Communities of Practice increase social capital and finally increase organization performance.
21. Century Organization - Taken from the McKinsey article I mention in one of my blogs putting into perspective nowadays work environment. McKinsey talks about establishing formal networks, meaning nothing else than specific accountable social networks or call them communities of practice that leverage out many of the disadvantages of today's prevailing matrix organizations and provide an ideal background for knowledge workers to give their best.
What is in it for HR? - Play a role in increasing the intangible company value that makes up more and more of the overall company market value, some say up to 80%! Provide mechanisms to motivate and retain the 21. Century workforce of predominantly self directed knowledge workers with innovative recognition models based on collaboration and participation goals that can be measured. And build appropriate leadership capabilities to motivate collaborative behavior!

For a practical example how to measure read Peter Reiser's blog about community equity showcasing one of our internal examples of a social network!

Social Network, Enterprise 2.0, Web 2.0, HR 2.0, Human Resources

Posted at 09:38AM Jan 09, 2008 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Friday Aug 10, 2007

Leadership Styles Application

Let me come back to the Goleman Leadership Styles. How best use these styles to practically work with them helping a leader improve his leadership abilities? In an earlier blog entry describing our HR Organization I mentioned Sun's Organization Consulting group that built a simple tool based on Goleman's work that I want to share. Special thanks to Terry who designed it as part of an entire “Leadership Effectiveness Application Journal”!

The purpose of the tool is to identify a leader's strengths and improvement areas by assessing how he/she uses the variety of styles. So basically the coach starts to identify to what extent the leader uses each of the different styles referring to specific situations. All this will be listed in the table below. Then the actual situations would be compared to the situations you should use the style for and a gaps analysis is done that gives you the foundation for a development plan and discussion with the leader. I find this really compelling as it is so straightforward and easy to use!

Style	Points	Situations used	Appropriate Situations to Use	Gap
Coercive	3	Under tight deadline	In a crisis, to kick-start a turnaround, with problem employees	High – personal stress causes use of Coercive Style
Authoritative		Never	When a clear / new direction is needed	High- this style was needed when integration of acquisition was done
Affliative		Never	To heal rifts in a team / to motivate people during stress	Low – team is generally not under stress nor does it exhibit rifts
Democratic	3	To ensure high level of commitment	To build buy-in / get input from valuable employees	None - Low – seems to use this correctly
Pacesetting	4	With new goals / programs	To get quick results from a highly competent team	Low – tends to get people quickly engaged in new programs or directed towards new goals
Coaching		Never	To help improve performance and develop strengths	Medium – some people seem to need coaching so this style would be helpful
Total Points	10

Leadership, Coaching, Human Resources

Posted at 07:26AM Aug 10, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[1]

Wednesday Jul 11, 2007

Management Innovation

There is a lot of constantly improving technology in the Web 2.0 / Enterprise 2.0 space. It is just a question of time until a smart company will be inventing a new business model based on that. Examples for breakthrough innovations from the past are Google or Open Source Development. Both changed the competitive landscape significantly. Open Source Development could be called a management innovation according to Gary Hamel referred to as the most influential thinker on strategy in the Western world by Peter Senge (MIT). He defines Management Innovation "as a marked departure from traditional management principles, processes, and practices or a departure from customary organizational forms that significantly alters the way the work of management is performed." ( full article published in HBR Feb 2006)

But already on the path to Enterprise 2.0 we see few companies really break with old habits and change the way power and information is distributed. They are mostly using the web in ways that build on existing practice, for example enhancing bottom up reporting mechanisms from local to global scale.

Breakthrough requires to change the way how managers work and this requires to reinvent the processes that govern that work! In the above linked article Hamel describes four elements to become a management innovator: 1) Commitment to a big management problem, 2) Novel principles that illuminate new approaches, 3) A deconstruction of management orthodoxies, 4) Analogies from atypical organizations that redefine what's possible.

The latter brings me back to my favorite topic: what can a company learn from communities? For me the main variables of innovation are: new technologies as enablers, management, organization form, resiliency and not surprisingly all these factors are extremely woven into one another.

Management Innovation, Gary Hamel, Enterprise 2.0, Organization, Human Resources

Posted at 09:47PM Jul 11, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Monday Jul 02, 2007

Aspects of Enterprise 2.0

In a recent article about Enterprise 2.0 I discovered some interesting aspects on the effectiveness of social networks: companies using external collective intelligence to drive their innovation. In March 2000 Canadian gold mine company Goldcorp Inc. put 400MB of geological data on the internet which described a 200 square km sized area. Under the name of "Goldcorp Challenge" everyone could do data analysis and give hints about potential gold prospects. The community identified 110 spots out of which 50% were not known by the company before and finally at 80% of these gold was found. Over $500.000 were paid as prizes.

What made this idea so effective is that not only a lot of people worked on the problem but it were people with many different backgrounds, not only Geologists, also Army Officers, Mathematicians, Physicians, all of them using different techniques to solve the problem. The more people contribute and look at a problem from different angles the higher the probability to find a solution.

There are web based communities matching top scientists to specific R&D challenges, like Innocentive used by Procter and Gamble. They cut their own investment in product development by 50%. There are other examples of how to reduce service cost by delegating queries to "Service Communities" in which two thirds of them were solved by users helping themselves.

Also interesting is the use of virtual worlds like Second Life or There.com in business context. Human minds are more attentive to interaction in 3 dimensional spaces and therefor in an enterprise these are currently used for communication (e.g. virtual meetings), learning (e.g. flight simulator), marketing (e.g. the Dell shop in Second Life or a virtual data center which can be used to explain the efficiency of complex products), product development (e.g. 3 dimensional models of a new car prototype) and for the control and simulation of business, production or logistical processes. Also Sun bought land in Second Life and was the first Fortune 500 company back in October last year to hold a press conference there!

The technology is there and is improving every day, just a question of time to see new business models popping up based on it.

Enterprise 2.0, Web 2.0, HR 2.0

Posted at 08:11AM Jul 02, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Sunday Jun 24, 2007

Communities of Practice

Let's continue the topic of virtual communities I started in my previous blog entry Distance Collaboration. I had the opportunity to read some materials I got from a workshop that our Customer Engineering Programs group held last week on the communities topic. Included was an article by Wenger/Snyder from the year 2000 on Communities of Practice (CoPs) as another organization form.

My blog entry about enterprise 2.0 referred to formal networks that could be used instead of matrix organizations. CoPs are in terms of structure the most lose organization form compared to informal and formal networks, project teams (matrix organization) and formal work groups (reporting to the same manager and as such reflecting the traditional hierarchical organization). Their purpose is mainly to develop member's capabilities and to build and exchange knowledge based on passion, commitment and identification with the group's expertise. Members of an informal network collect and pass on business information based on mutual needs. COPs are mostly virtual given today's business environment, self-driven and not accountable to any institution. Participation is on a purely voluntary basis and members of CoPs select themselves. To function they need a credible, sensitive leader with active listening skills and a sponsor.As a result of extensive knowledge building CoPs can drive strategy, generate new business lines, solve problems, promote the spread of best practices, develop people’s professional skills, and help companies recruit and retain talent by giving a home and new challenges to those who want to leave. They can be kind of incubators within the organization informally working on new contrarian ideas that at a more mature stage could be recognized as significant innovations.

How identify and build them? Management needs to recognize current trends with their employee populations. To make proof of those trends there could be an interviewing process to find out about the passion and interests of employees going in a certain direction. Then the company is able to provide infrastructure, like budget, places to meet, reward structures for participants, etc. Something that the Human Resources functions can help drive. The community itself will then start to give themselves ground rules, organize regular events.

To hold it together the passion and commitment of it's members needs to be sustained by a common sense of purpose (they know what binds them together) and a believe in the cause (worthiness, WIIFM – what is in it for me).

In terms of measuring the value of communities Wenger/Snyder refer to systematically listening to member's stories how they benefited from the community. Again formal interviews could help structuring this. In any way we need nontraditional methods of measuring the value of CoPs. Another possibility could be to assess each employees social capital by evaluating their community equity value consisting of measuring contribution, participation, skills and role equity of a person. Peter is actually engaged in this work at Sun and posted a blog on this concept today!

Communities, Organization, Enterprise 2.0, Web 2.0, Web n+1, Human Resources

Posted at 08:49PM Jun 24, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[1]

Thursday Jun 21, 2007

Distance Collaboration

Thinking a lot about virtual communities these days. With all the web applications nowadays it has become much easier that our minds connect quickly over large distances. Everyone is using email instead of the former letter. The next step is instant messaging. If you have your workgroup or your friends connected to an Instant Messenger everyone is able to see your online status. While knowing when the other is available you can then exchange information instantly.

The next level to foster distance collaboration, friendship or built a virtual team spirit is to connect on a social networking platform like Facebook.com. One glance at your profile provides all the information people need to get better acquainted with yourself: you can share your music, your photos, your interests, your blog, your online bookmarks. The ultimate state of letting your friends and colleagues participate in your life then is Twitter.com. Post "what you are doing" in a few words from the web, your mobile phone or your Instant Messenger to Twitter and your friends or the whole world will get informed about it. Plazes.com is another tool to connect. It can help not miss friends when you are by chance in the same Starbucks location surfing through the Net, starring at your screen not realizing the world around you. It provides your location to anyone who wants to see it and you can also update via text messaging.

So what is all that about, just time wasted? Working in virtual matrix organizations that span around the globe to accommodate ever increasing business speed and complexity collaboration becomes the buzzword of the 21st century. It is THE key skill for the modern knowledge worker and not imaginable without the internet. There are tons of online collaboration tools available that make virtual teams effective today. The social networking tools mentioned above may be seen as a fun factor but being member of different virtual teams I am already experiencing that many of them connect me well to some of my fellow colleagues. They substitute the live hallway talk but definitly also provide business value. There are more than 2000 Sun employees on Facebook.com. I am using instant messaging with the team of one of my clients and it is very effective. Many of the above mentioned tools could be integrated in a professional enterprise application. Something which we are currently driving at Sun.

Web 2.0, Enterprise 2.0, Collaboration, Sun, HR 2.0

Posted at 10:06PM Jun 21, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Wednesday Jun 13, 2007

Humble Leadership

I discovered that I frequently refer to Jim Collins' concept of Level 5 Leadership when it comes to the question what characterizes the very best company leaders in order to explain why they are so successful. In 2001 Collins published the results of an outstanding research in an article and in the book “From Good to Great”. Over 4 years he and his research team looked closely at companies that significantly outperformed the stock market and compared these to those who did just well. He identified 7 elements that contribute to such a success. The key of those being “Level 5 Leadership” which translates into executives that blend extreme personal humility with intense professional will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. Egocentricity was found as counterproductive although many boards of directors look for leaders with a strong ego. The example of Iacocca who first saved Chrysler, then started promoting himself, writing a book, appearing regularly in talk shows while the stock of his company fell again below the market in the second half of his tenure is revealing.

Looking at humility as a main trait of such a Level 5 Leader the question is: can you learn it? What background did those leaders have, do they have anything in common? Collins' does not have any data to explain this, one leader was a christian, others survived cancer or the war, experiences that made these people become humble. Another was part of a family which lead the company for generations.

Humility for me is closely connected with spirituality, believing in something bigger than ourselves and our world. One would probably find all big religion founders teaching humility, like Jesus Christ and Buddha. Thanks to Sin-Yaw it happens that I have an example at hand from the latter, the ancient scripture of the Diamond Sutras in which Buddha and one of his disciples have a conversation on how to become a Buddha. You need to follow two steps: first forget about self completely, and then devote yourself to the world. Meditation is used to achieve the first step. So meditation as leadership training??

Leadership, Level 5, Meditation, Human Resources

Posted at 02:10PM Jun 13, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[0]

Tuesday May 01, 2007

Leadership Styles

Daniel Goleman refined his concept back in 2000 and as a result published the article Leadership that gets results. Together with the consulting firm Hay/McBer and David McClelland, a Harvard University psychologist he first identified different Leadership styles and then evaluated their influences on “climate”.

The six leadership styles refer to the following types: coercive leaders demand immediate compliance, authoritative leaders mobilize people toward a vision, affiliative leaders create emotional bonds and harmony, democratic leaders build consensus through participation, pacesetting leaders expect excellence and self-direction, coaching leaders develop people for the future.

“Climate” had been defined by Litwin/Stringer and refined by McClelland. It refers to six key factors that influence an organization's environment: flexibility, meaning how free employees feel to innovate; sense of responsibility to the organization; level of standards that people set; sense of accuracy about performance feedback and aptness of rewards; clarity people have about mission and values and finally the level of commitment to a common purpose.

Overall coercive and pacesetting have the least positive influence on climate, all other styles have pretty significant positive influence. The art of leading is being able to use all different styles depending on the situation quickly switching from one to another! That is how leaders get the best results!

Those styles can be an element of coaching. The terminology helps to get to a common understanding and wording that facilitates giving feed-back and discussions around the way a leader acts. The styles could also be used to build a self assessment like this one here to get an entry point for coaching a leader (more about application of the leadership styles concept in this later blog).

Another concept of leadership styles is based on Myers Briggs/Jung Typology. Goleman lays out in more detail his leadership styles and background in Primal Leadership (2002). A book that has also been recommended to me in this context is Executive E.Q.

Leadership Styles, Leadership, Human Resources

Posted at 09:32PM May 01, 2007 by Volker Seubert in Human Resources | Bookmark to del.icio.us | Comments[1]