Transcript

The Wise Leader

the HBR Efperience in the face of adversity JUDGE WISE LEADER= See the trees Forest MAY 20n GOODNESS at the same lime trees Weite down principles drawn from efperience and shate them Relentlessy ask "Wuyd. Construct Maragement is a Liveral ART + Test Hypotheses FoRest chi Relentless puRsuit of EfCELLENCE NO Company will SURVVE in the long Run Eit doesnt offer VALUE to CUSTOMERS CREATE a FUTURE that otheR'S can't and maintain the COMMON GOOD. Ghasp univesal TRUTHS flom PAR TICULARS + DE TAILS of a PHRONE TIC LEADER Gicly sene hal les wtind the salaalin 2 Pgesl e Veien of the Top-dow GRASP THE ESSENCE Bottom-up new technologies demographic shifts Fuate t corsenes . DeGdehe ACTioN le seaite the viion. SHARE CONTEXTS "COMMON KNOW WHAT SHOULD BE DONE. GReunded in different EXPERENCES + CONTEY TS RELATIONSHPS REINVENT THE BUSINESS (COMMUNICA TE Anathe I thing S hing the ESSENCE KPRACTICAL WISDOM Staties Metaphoes Themselves Smeme else TACIT EXPLICIT KNOMLEDGE KNOWLEDGE BUSNESS is vsiness / What's in it Bring People together + Spur thêm to ACT foR me? Exercise SKEED is good GREAFO POLITICAL SHREWONESS + STUBBORNESS Know-how POWER DIVIDE Know-wny UNckstand Viewpoints + Emotioe PREVENTS DEALING WITH CHANGE Timing of others What Top Management What the firont-line PREACHES Codi fied, Measured Generalized Assumes NO CONTEYT FOSTER - GAp > DOES WiSDOM n othes Many leaders use If the THEORY doesn't work, there must be knowledge improperly 1. Something wRong with REALITY make DECISIONS nost don't cultivete the Right Kinds IN a TIMELY ' take ACTION fashion 3 People vehave less ETHICALLY When they are part of a larger gRoup Everything is Everything is What's GOOD t RIGHT CONTEXTUAL Y CHĂNGING gRounded in the DE TAILS of the FRONTLINE SKETCHNOTES - THE WISE LEADERO 2011 fassforward Consulting Group Source: THE WISE LEADER, Nonaka, Takeuchi, Harvard Business Review May 2011 ABILI TIES SENSE IN AN UCMMON DEGREE" the HBR Efperience in the face of adversity JUDGE WISE LEADER= See the trees Forest MAY 20n GOODNESS at the same lime trees Weite down principles drawn from efperience and shate them Relentlessy ask "Wuyd. Construct Maragement is a Liveral ART + Test Hypotheses FoRest chi Relentless puRsuit of EfCELLENCE NO Company will SURVVE in the long Run Eit doesnt offer VALUE to CUSTOMERS CREATE a FUTURE that otheR'S can't and maintain the COMMON GOOD. Ghasp univesal TRUTHS flom PAR TICULARS + DE TAILS of a PHRONE TIC LEADER Gicly sene hal les wtind the salaalin 2 Pgesl e Veien of the Top-dow GRASP THE ESSENCE Bottom-up new technologies demographic shifts Fuate t corsenes . DeGdehe ACTioN le seaite the viion. SHARE CONTEXTS "COMMON KNOW WHAT SHOULD BE DONE. GReunded in different EXPERENCES + CONTEY TS RELATIONSHPS REINVENT THE BUSINESS (COMMUNICA TE Anathe I thing S hing the ESSENCE KPRACTICAL WISDOM Staties Metaphoes Themselves Smeme else TACIT EXPLICIT KNOMLEDGE KNOWLEDGE BUSNESS is vsiness / What's in it Bring People together + Spur thêm to ACT foR me? Exercise SKEED is good GREAFO POLITICAL SHREWONESS + STUBBORNESS Know-how POWER DIVIDE Know-wny UNckstand Viewpoints + Emotioe PREVENTS DEALING WITH CHANGE Timing of others What Top Management What the firont-line PREACHES Codi fied, Measured Generalized Assumes NO CONTEYT FOSTER - GAp > DOES WiSDOM n othes Many leaders use If the THEORY doesn't work, there must be knowledge improperly 1. Something wRong with REALITY make DECISIONS nost don't cultivete the Right Kinds IN a TIMELY ' take ACTION fashion 3 People vehave less ETHICALLY When they are part of a larger gRoup Everything is Everything is What's GOOD t RIGHT CONTEXTUAL Y CHĂNGING gRounded in the DE TAILS of the FRONTLINE SKETCHNOTES - THE WISE LEADERO 2011 fassforward Consulting Group Source: THE WISE LEADER, Nonaka, Takeuchi, Harvard Business Review May 2011 ABILI TIES SENSE IN AN UCMMON DEGREE" the HBR Efperience in the face of adversity JUDGE WISE LEADER= See the trees Forest MAY 20n GOODNESS at the same lime trees Weite down principles drawn from efperience and shate them Relentlessy ask "Wuyd. Construct Maragement is a Liveral ART + Test Hypotheses FoRest chi Relentless puRsuit of EfCELLENCE NO Company will SURVVE in the long Run Eit doesnt offer VALUE to CUSTOMERS CREATE a FUTURE that otheR'S can't and maintain the COMMON GOOD. Ghasp univesal TRUTHS flom PAR TICULARS + DE TAILS of a PHRONE TIC LEADER Gicly sene hal les wtind the salaalin 2 Pgesl e Veien of the Top-dow GRASP THE ESSENCE Bottom-up new technologies demographic shifts Fuate t corsenes . DeGdehe ACTioN le seaite the viion. SHARE CONTEXTS "COMMON KNOW WHAT SHOULD BE DONE. GReunded in different EXPERENCES + CONTEY TS RELATIONSHPS REINVENT THE BUSINESS (COMMUNICA TE Anathe I thing S hing the ESSENCE KPRACTICAL WISDOM Staties Metaphoes Themselves Smeme else TACIT EXPLICIT KNOMLEDGE KNOWLEDGE BUSNESS is vsiness / What's in it Bring People together + Spur thêm to ACT foR me? Exercise SKEED is good GREAFO POLITICAL SHREWONESS + STUBBORNESS Know-how POWER DIVIDE Know-wny UNckstand Viewpoints + Emotioe PREVENTS DEALING WITH CHANGE Timing of others What Top Management What the firont-line PREACHES Codi fied, Measured Generalized Assumes NO CONTEYT FOSTER - GAp > DOES WiSDOM n othes Many leaders use If the THEORY doesn't work, there must be knowledge improperly 1. Something wRong with REALITY make DECISIONS nost don't cultivete the Right Kinds IN a TIMELY ' take ACTION fashion 3 People vehave less ETHICALLY When they are part of a larger gRoup Everything is Everything is What's GOOD t RIGHT CONTEXTUAL Y CHĂNGING gRounded in the DE TAILS of the FRONTLINE SKETCHNOTES - THE WISE LEADERO 2011 fassforward Consulting Group Source: THE WISE LEADER, Nonaka, Takeuchi, Harvard Business Review May 2011 ABILI TIES SENSE IN AN UCMMON DEGREE" the HBR Efperience in the face of adversity JUDGE WISE LEADER= See the trees Forest MAY 20n GOODNESS at the same lime trees Weite down principles drawn from efperience and shate them Relentlessy ask "Wuyd. Construct Maragement is a Liveral ART + Test Hypotheses FoRest chi Relentless puRsuit of EfCELLENCE NO Company will SURVVE in the long Run Eit doesnt offer VALUE to CUSTOMERS CREATE a FUTURE that otheR'S can't and maintain the COMMON GOOD. Ghasp univesal TRUTHS flom PAR TICULARS + DE TAILS of a PHRONE TIC LEADER Gicly sene hal les wtind the salaalin 2 Pgesl e Veien of the Top-dow GRASP THE ESSENCE Bottom-up new technologies demographic shifts Fuate t corsenes . DeGdehe ACTioN le seaite the viion. SHARE CONTEXTS "COMMON KNOW WHAT SHOULD BE DONE. GReunded in different EXPERENCES + CONTEY TS RELATIONSHPS REINVENT THE BUSINESS (COMMUNICA TE Anathe I thing S hing the ESSENCE KPRACTICAL WISDOM Staties Metaphoes Themselves Smeme else TACIT EXPLICIT KNOMLEDGE KNOWLEDGE BUSNESS is vsiness / What's in it Bring People together + Spur thêm to ACT foR me? Exercise SKEED is good GREAFO POLITICAL SHREWONESS + STUBBORNESS Know-how POWER DIVIDE Know-wny UNckstand Viewpoints + Emotioe PREVENTS DEALING WITH CHANGE Timing of others What Top Management What the firont-line PREACHES Codi fied, Measured Generalized Assumes NO CONTEYT FOSTER - GAp > DOES WiSDOM n othes Many leaders use If the THEORY doesn't work, there must be knowledge improperly 1. Something wRong with REALITY make DECISIONS nost don't cultivete the Right Kinds IN a TIMELY ' take ACTION fashion 3 People vehave less ETHICALLY When they are part of a larger gRoup Everything is Everything is What's GOOD t RIGHT CONTEXTUAL Y CHĂNGING gRounded in the DE TAILS of the FRONTLINE SKETCHNOTES - THE WISE LEADERO 2011 fassforward Consulting Group Source: THE WISE LEADER, Nonaka, Takeuchi, Harvard Business Review May 2011 ABILI TIES SENSE IN AN UCMMON DEGREE"

The Wise Leader

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