We have been arguing for an extended period of time now that value-driven leadership is essential for organisational success.
The flawed advice provided at times by consulting firms is flawed because it does not necessarily address the “designed errors” in the company: it either fits in or bypasses the “skilled incompetence”.
From Schuitema’s experience the following three managerial activities are required to truly inculcate a set of values in an organisation.
The search for the ultimate “success recipe” is offset by the effort to explain why companies and leaders fail.
Organizations don’t fail, the people who manage and populate them do.
One of the key leadership challenges is cultivating the conditions in which employees are willing to go the extra mile. Many bosses fail to crack this code.
This strength can only be actualized however if each and every individual pays the price that is required for unity and acts for something bigger than themselves.
It should go without saying that the good leader is the one who is able to unlock excellence in his/her subordinates. The question is: How is this achieved?
This indicates that any proper and useful definition of empowerment would have three categories in it, namely those of means, ability and accountability.
This is the November 2013 newsletter for RIFA (Reliable Information for African Rainbow Minerals), where it speaks about the Golden Rule for organisational success.