ss9ug asked:

From Remember the Titans

GoogleTechTalks asked:

Google Tech Talk September 11, 2009 ABSTRACT Presented by Jerry Porras. Jerry Porrass research interests are the characteristics of visionary companies in both the United States and Europe; the dynamics of planned organizational change process; organizational vision and its influence on the long-term behavior organizations; and leadership. Jerry I. Porras is the Lane Professor of Organizational Behavior, Emeritus. He received his BSEE from Texas Western College, his MBA from Cornell University, and his PhD from the University of California, Los Angeles. Among the honors he has received are the Brilliante Award from the National Society of Hispanic MBAs, the Silver Apple Award from the Stanford Business School Alumni Association, and the Kanter Medal from the Pacific Graduate School of Psychology. He joined the Stanford faculty in 1972. Professor Porras is author of Stream Analysis: A Powerful Way to Diagnose and Manage Organizational Change (Addison-Wesley, 1987); co-developer of the Stream Analysis Software Package (1999); and coauthor of Built to Last: Successful Habits of Visionary Companies (Harper Business, 1994) and Building Your Companys Vision, Harvard Business Review (1996). He has served on several editorial boards including the Journal of Organizational Change Management, Journal of Applied Behavioral Science, Academy of Management Journal, and Academy of Management Review. About Perspectivas Speaker Series: Perspectivas is a speaker series aimed to empower and …

mikemikerr asked:

www.MikeRiedmiller.com

xplanevisualthinking asked:

Nitin Nohria and Amanda Pepper of Harvard Business School’s Leadership Initiative collaborated with XPLANE to create this video in order to generate a discussion of the value and importance of leadership to address some of societys most pressing problems. “It is my desire to inspire people of all ages and social demographics to think about leadership on a broad level, contemplate what it means to them and what individual impact they can have when it comes to leading,” says Nohria. – MORE INFO, SOURCE FILES: hbs-leadership.wikispaces.com – HBS: www.hbs.edu – XPLANE: www.xplane.com —————————————————————————————— Please note that Dachis Group has acquired XPLANE | The visual thinking company. Our old site is still accessible here: www.xplane.com but the new site is here www.dachisgroup.com. We won’t be posting to this account any more, but we will continue to publish new videos at http …so please follow us there! ——————————————————————————————

This is fairly simple in principle but not necessarily simple in
practice. Answering the question starts with understanding exactly what
is being delegated and what it means to delegate. We do not delegate our
accountability for outcomes. Whether the outcomes are successful
continues to be our obligation even if we do delegate the job to someone
else. We continue to be responsible for how the job is done and the
results despite having delegated the assignment. We have merely gotten
someone to help us do what we are committed to doing. We should
delegate, then, only when we either cannot do the job by ourselves or do
not want to do it alone.

Delegation goes a little farther, though. Instead of just getting
someone to help us, we ask them to do the job for us, on our behalf.
They do the job as if we had done it ourselves. We do not do the job,
supervise their doing it, or interfere in their work. We delegate the
job and then back away and let them do what they have agreed to do. They
are not an extension of us, they are a substitute for us.

The conclusion is thus to only delegate jobs when we are prepared to
turn the job over to someone else and then wait on the results. The
corollary is only delegating jobs to people who we trust enough to be
held accountable for whether or not they succeed and in whom we have
enough confidents to step back and wait.

Of course, we delegate enough authority to get the job done and assure
sufficient resources are available or accessible to do what needs done.
This means the job does not require authority only we or people above us
have. The person to whom we have delegated the job does not need any
further approval or authorization from us or anyone else. They have the
authority and resources they need to succeed.

The next conclusion is we only delegate when the job does not require
our level of authority to be done or our level of access to resources.
The person doing the job does not have to come back to us for approval.
If he (or she) does, we have not actually delegated the job.

There are a variety of arrangements among co-workers we use to further
the interests of our organizations and clients. Delegation is only one
of those arrangements. However, when we do delegate, we are saying, “Get
the job done and let me know when it is finished.” As we see, delegation
is not a cooperative activity. Rather, it is more a matter of having
enough trust and confidence in someone else to let him stand in for us
and our willingness to be personally held accountable for the outcome he
does or does not achieve.