How can we create fast, effective and reliable processes of inspiring leadership and team spirit?

I used to be a military deputy-commander in a highly-influential command unit. In response to high tension demanding culture, I created an inspirational leadership process that improved significantly our ability to perform effectively under stressful conditions. Our ‘traditional-routine’ for our officers unit, would take us almost 3 days to get into high performance effective mode. At that specific situation, I invented a different process that succeeded to get everyone tuned, and in high quality performance in 3 hours. The differences were in the attitude and communication tools I introduced into our unit.

The steps were:

1) Create partnership through declaration of the mutual successes and mistakes beyond ranks and formal authorities.

2) Ask every member to bring forward honesty and openness to learn from each other mistakes and successes.

3) Define clearly the indications of success of the unit and the individuals.

4) Ask everyone to relate to what is not working in their areas of responsibility and in the coordination with others, starting from the lower ranks to the higher ranks.

5) Ask everyone to come up with suggestions for these issues. Those suggestions had to be practical and easy to apply in short term.

6) Ask everyone to relate to the processes that were working so everyone could learn and apply in all units.

7) Ask for commitment of mutual enrichment through the processes, and define event-line for next enrichments.

For applying such a process, there is a need for short and simple preparations, including the steps that are mentioned above, plus a plan on how to maintain it.

All these processes were used later in all kinds of organizations, and they appeared to be contributing to fast, effective and reliable inspiring leadership and team spirit.

In common organizations, such a process will happen only after significant troubles. The key was to create trusted safe partnership, with simple communication tools. We – the leaders, had the courage to create this different process, as we trusted ourselves and our leadership. We created safety to win with us. It demanded from us to share our mistakes as much as our successes, and thus created the wanted partnership.

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Yiftach SagivAuthor: Yiftach Sagiv, Professor at BSL

 

 

Integrating Sustainability in Business – an evening with Ron Popper, ABB

Ron Popper, Vice President and head of Corporate Responsibility and Sustainability at ABB, paid a visit to Business School Lausanne on Tuesday, 11th September, 2013. He gave the opening keynote speech to the new MBA students and his presentation was greatly appreciated.

Ron Popper, ABB

ABB is a global company active in 120 to 130 countries worldwide, they have about 150,000 employees and another 150,000 contractors.  ABB is in the power and automaton world and they also are involved in the area of renewable energy. Popper began his career as a journalist and in that job he travelled extensively to different parts of the world. He joined ABB in 2001 and is based in the Swiss German region of Switzerland. Continue reading