The National Learning Institute

Leadership Category

Napoleon

How to structure your organisation – Napoleon had a few clues!

March 21, 2017 No Comments

Andrew O’Keeffe ©2017

Napoleon Bonaparte knew a thing or two about organisational structure. After a coup in 1799 in which he was the major force, he structured the French government so he had a line of sight to seven functions: army, navy, finance, police, justice, home affairs and government.

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Hillary Clinton

Hillary lost NOT because she is a woman

November 18, 2016 No Comments

Paul Vanderbroeck, PhD

Leadership Expert “Helping Leaders Get the Results They Want”.

Hillary lost NOT because she is a woman, but rather because she under leveraged being a woman. For ambitious women leaders there is much to learn from Hillary Clinton’s failure to reach the US Presidency. It would be a shame to draw the wrong conclusions, however.

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Massai

What are the attributes of a good leader?

March 2, 2016 No Comments

Andrew O’Keeffe ©2016

The Maasai culture in East Africa has endured for centuries. What are the key elements of their approach to leadership and what can workplace leaders learn from their approach?

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Leadership and perspective

Power and Perspective – What’s Yours?

February 3, 2016 No Comments

Andrew O’Keeffe ©2016

As we rise to more powerful roles there are a number of blind spots that come with that acquisition of power. If we know the blind spots we can choose to avoid them and be more effective as leaders.    How might this relate to leaders?

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Rugby World Cup

Managing Change – Coming From Behind

November 3, 2015 No Comments

Andrew O’Keeffe ©2015

About a month ago, Sydney hosted the grand final of the National Rugby League. At half time in a close game, the North Queensland Cowboys were down 12-14 to the Brisbane Broncos. As the teams ran back onto the field after half-time, I said to Jude, my wife, “Given ‘loss aversion’, the Cowboys win it from here!” The Cowboys did come from behind and won in a thriller. Why did this happen?

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James L. Jones

Why isn’t good leadership recognised?

November 26, 2013 1 Comment

He goes cycling at lunch time, leaves work early (apparently 7.30 pm is early for Americans) and takes a “bottom up” approach to leadership. Who is he? James L. Jones, President Obama’s national security advisor.

When asked by reporters about other White House officials who work deep into the night, he responded “Congratulations. To me that means you’re not organized“.

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Olympic torch

A Leadership Lesson from the Olympics

April 1, 2013 No Comments

by Andrew O’Keeffe, Hardwired Humans ©2013

Lately we’ve had a lot of horror stories about sport – drugs, cheating, fighting and so on.  Rarely do we hear some of the good news stories.  Andrew O’Keeffe of Hardwired Humans, draws some good leadership lessons from a recent conversation he had with Sandy Hollway, CEO of the Sydney Olympics.  See what simple principles Hollway followed to make the games so successful.

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Two hats - leadership and management

When to Manage and When to Lead

February 13, 2013 No Comments

By Thomas J. Lee © 2013 Minding Gaps

All too often the terms leader and manager are used interchangeably.  Is there a difference?  Most importantly, does this difference have an impact on management performance?  What does it mean for the everyday manager?

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Trust_Bank-logo-

Another withdrawal from the Trust Bank?

July 6, 2012 1 Comment

As the son of a Banker, I can remember living in country towns where my father (and the other Bankers in town), were highly regarded.  They often served on the committees of the local sporting, charity, religious and many other community organisations.  In fact, although there were probably no research surveys in those days, I would suggest that Bankers were held in as high regard as Doctors, Nurses and Pharmacists – in other words those who looked after our finances were as highly regarded as those who looked after our health. 

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eurozone crisis

Leadership, management and the Eurozone crisis

December 13, 2011 No Comments

As Europe’s governments, particularly Italy and Greece, struggled to manage their debt crisis, an editorial headline from the Financial Times read: “Leaders needed, not just managers”.

I’ve long argued that when one gets appointed to a managerial position, it’s the organisation that gives one the title of “manager”. Then the manager is expected to carry out the responsibilities outlined in the role.

As we all know, this can be done well or not so well depending on the manager’s skill. I liken this appointment to being given a hat or cap by the organisation that is inscribed “manager”. People will then do things for the manager because he or she is wearing the “manager” hat.

But will these people do things well or even exceptionally well for the manager just because of the hat?

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