February Leadership Development Carnival – Carnevale di Venezia Edition
Posted by Mark Bennett on February 7, 2010
Last year about this time, our colleague Jon Ingham hosted the HR Carnival and pointed out that it was during Carnevale in Venice. We’re continuing that tradition for this month’s Leadership Development Carnival.*
Carnevale is perhaps best known for the wide variety of masks that participants wear. The role of a mask in leadership has also been recognized throughout history, particularly in the context of politics and war. We tend to associate masks with “hiding” and “being fake”, but one can argue that even authentic leadership sometimes entails keeping a calm demeanor while chaos swirls around.
One thing is clear: just as the changes in technology and society over time have required changes in the kind of mask those historical leaders showed to their followers, so too have technological and societal changes impacted leadership in our organizations. For instance, employees are demanding more transparency and more voice in how decisions are made that affect our work, often via discussions taking place on collaborative technologies. Leaders must decide how to respond to that. The core principles of leadership still remain, but the conditions are rapidly evolving as to the way in which it is most effectively practiced.
It’s through efforts like the Leadership Development Carnival that challenges like this can be discussed, ideas shared, and understanding enhanced. We’d like to thank Dan McCarthy of Great Leadership for allowing us to host this month’s Leadership Development Carnival as well as for the great work he does to support this community. So without further ado, let’s take a look at the superb entries this month’s carnival holds:
Dan McCarthy presents What Prevents Leaders from “Connecting the Dots”?, posted at Great Leadership, explaining how in addition to the multitude of external factors that impact our ability to connect the dots, there is also something inside each of us that needs attention too.
Bret L. Simmons presents I Am Responsible For My Success and Failures And For Continuing To Learn From Them, posted at Bret L. Simmons, discussing an important principle in leading a truly empowered life.
Art Petty presents Team Stuck in the Creativity Deep Freeze? Try “Why Not?” to Start the Thaw posted at Management Excellence, providing suggestions for “waking the creative giant hiding inside your people and your teams.”
Becky Robinson presents Todd Pittinsky and Intergroup Leadership posted at Mountain State University LeaderTalk, describing intriguing ways to “increase positive interactions between different subgroups in your organization.”
Miki Saxon presents When Realities Collide posted at MAPping Company Success, which considers the difficulties in engaging the ‘just in time workforce’ to which many companies are moving and asks “how do you get people to care when they know without a doubt that the company doesn’t care about them?”
Coaching Category –
Executive Development Category –
Wally Bock presents Becoming a Great Leader is Up to You posted at Three Star Leadership Blog, saying, “If you want to become a great leader, you have to take responsibility for your own development. Here are some tools you can use.”
Leadership Category –
John Agno presents Top 10 Leadership Tips of the Last Decade posted at Coaching Tip: The Leadership Blog, saying, “Here are ten popular leadership lessons learned over the last several years and recommended by John Agno at CoachingTip.com”
Dean L. Forbes presents How to Achieve Your Goals posted at Dean L. Forbes – Powerful Principles of Personal Growth, providing tips for what to do once you’ve set your goals.
Bob Lieberman presents Our Debt To Adolescents posted at Cultivating Creativity – Developing Leaders for the Creative Economy, discussing some interesting coping strategies tapped from younger folks.
Jane Perdue presents Perfectly Matched Or Delightfully Oddball? posted at Life, Love & Leadership, challenging the assumption that all the people in your personal and work circles must be a perfect fit.
Aaron Windeler presents Why a leader with a bad mood can be good for business posted at Scientific Management, discussing evidence that shows us we should consider how our moods affect our followers.
Nissim Ziv presents What is the Difference between Management and Leadership posted at Job Interview Guide, saying, “There are many models that depict leadership and management in the business world. In reality management and leadership have very different meanings: a manager is a title and leader is a function. Management is a position and leadership is a skill.”
Ralph Jean-Paul presents The Persuasion Experiment: 5 Effective Persuasion Techniques Tested posted at Potential 2 Success, saying, “We are constantly trying to persuade others in one direction or another. Whether it is trying to convince your friends to eat at one restaurant instead of another, or getting your boss to give you a raise, being able to persuade other people is important. Leaders must have this skill! In this post, I test 5 persuasion techniques to see if they really work.”
Eric Pennington presents One Question For Your CEO posted at Epic Living – Leadership Development Career Management Training Executive Life Coaching Author, discussing “maybe the most important question for the CEO, and those who follow him or her.”
Erik Samdahl presents 20 Years and Counting: Leadership Development Once Again the Most Critical Issue Facing Organizations in 2010 posted at Productivity Blog, saying, “Based on a study of over 40 issues, leadership development is the most critical issue: what companies see as important but not effective.”
Lisa Rosendahl presents Have You Checked Your Credibility Lately? posted at Lisa Rosendahl, saying, “You have credibility currency. You trade in it and on it regularly, whether you are aware of it or not. Have you checked your credibility lately?”
Steve Roesler presents How To Get Your Good Ideas Heard posted at All Things Workplace, saying, “Leaders are always looking for other leaders. One way they find them is by watching people who know the importance of getting their ideas heard. Here are some ways to do just that.”
Tom Magness presents Spider-Senses posted at Leader Business, saying, “Good leaders need ‘Spider-senses.’ The power that comes from listening to that inner voice, from following up on intuition, can save a reputation, a project, or even a life. Take a few lessons from the world’s greatest ‘Webslinger!'”
Management Category –
Jim Stroup presents The Management Uncertainty Principle posted at Managing Leadership, saying, “Uncertainty operates not just in physics but in management as well. How can you use it to gain greater control over your work?”
That concludes this edition. Submit your blog article to the next edition of leadership development carnival using our carnival submission form. Past posts and future hosts can be found on our blog carnival index page.
* Carnevale takes place during the two weeks prior to Mardi Gras, so the dates are not fixed. This year, it officially goes from February 6th through the 16th. So today’s Leadership Development Carnival (unofficially) kicks off the event.
Interesting Note: Americans might think that their electoral system is convoluted, but Venice had a truly remarkable voting system for electing its leadership. Here is a ‘brief’ description from Wikipedia –
The Venetians’ system for electing the Doge was a particularly convoluted process, consisting of five rounds of drawing lots (sortition) and five rounds of approval voting. By drawing lots, a body of 30 electors was chosen, which was further reduced to nine electors by drawing lots again. An electoral college of nine members elected 40 people by approval voting; those 40 were reduced to form a second electoral college of 12 members by drawing lots again. The second electoral college elected 25 people by approval voting, which were reduced to form a third electoral college of nine members by drawing lots. The third electoral college elected 45 people, which were reduced to form a fourth electoral college of 11 by drawing lots. They in turn elected a final electoral body of 41 members, who ultimately elected the Doge. Despite its complexity, the system had certain desirable properties such as being hard to game and ensuring that the winner reflected the opinions of both majority and minority factions. This process was used with little modification from 1268 until the end of the Republic of Venice in 1797, and was one of the factors contributing to the durability of the republic.
Photo by Mark Bennett