The world is full of willing people; some willing to work, the rest willing to let them."
There have been no new posts to this weblog for about two weeks or so. The time has been spent learning from the websites that have been found rather than trying to find and write about new ones. There have also been a number of experimental changes to this weblog that have not been addressed prior to this point.
I have partially fulfilled one of my New Year's resolutions of Resolving To Learn More About Web 2.0 by creating my first Squidoo site on Creative-Destruction. It is still experimental but it does seem to have the potential to become a useful tool. It also seems that much of what I learn with Squidoo will be useful in other areas of the web 2.0 world.
A blogroll from blogrolling.com was also recently added on the left-hand column. Called "Blogging Roads Less Traveled", to convey the idea that although the visits to them were not as frequent, they still provided numerous ideas and avenues for new exploration. The web is made for the curious.
The ranking though is based basically on popularity or how many people tag it rather than the actual quality of the articles themselves. Because I am interested in topics or perspectives on topics others are not, I would not depend upon it for my own reading selections to the degree suggested by either the Businesspundit post or the AideRSS site itself. It is interesting though seeing how articles stack up.
It would seem, according to the last two weeks, that writing or not writing in this weblog makes little difference to the ability or willingness of others to partake in the offerings here. However, since the original design of this weblog was to find and organize websites on topics of interest to me, so that they could be studied more throughly, and it has succeeded in that endeavor far better than I would have imagined, I find little reason to complain.
The challenge of leadership is not what it used to be. For the past few decades - at least since the genre-defining book Leadership by historian James MacGregor Burns was published in 1978 - writers on business and society have understood that the quality of a leader's character makes all the difference.Another perspective by Linda Bryant of the Nashville Business Journal, lends support to that idea that getting the right people to the right place is important, but through education -
But for all the sophistication of the experts, for all the books published on the subject, there is still no definitive consensus on the most effective style of leadership.
One of my favorite books, "Execution: The Discipline of Getting Things Done," preaches that the job of a leader is to get the right people in the right places. Organizational design is often overlooked, but I think it is an important factor in any successful business.
Management today less about telling, more about teaching.
Maintaining a highly-motivated, productive workforce is something every small business wants, but it can be an elusive goal. "A lot of organizations struggle with it," says Mark Marshall, an instructor in the University of Phoenix program and vice president and director of professional services at Lee Hecht Harrison, a national leadership consulting firm with offices in Nashville. "Much of the solution comes down to the employee understanding how they fit into an organization," Marshall says. "You need to make sure people know how they fit in and how they contribute to the overall success of the company."
These two perspectives seem to be different sides of the same coin. Leaders can be responsible for complex and often large organizations requiring multiple forms of talent to operate. Today's leader must inspire others to follow his or her vision. The people making up that multitude of talent may know their own individual field, but look to others to communicate and implement a larger vision. Putting it all together to reach one common goal is a talent of leadership. A new way of looking at this is InnoExecution.