Download e-book for kindle: 5-D Leadership: Key Dimensions for Leading in the Real World by Scott Campbell

By Scott Campbell

ISBN-10: 0891061975

ISBN-13: 9780891061977

5-D management celebrates the data that there's a couple of option to be a good chief, providing a dynamic approach to assist present and aspiring leaders alike notice and improve their innate talents and grasp the realities of brand new complicated enterprise demanding situations. They set out the concrete activities required for every process adn describe intimately how leaders can leverage the strengths they already own to steer successfully, regardless of the scenario.

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Additional info for 5-D Leadership: Key Dimensions for Leading in the Real World

Sample text

31 In 1980, SAS was facing a loss of $20 million. SAS had, in fact, been in decline for years. A highly centralized, bureaucratic organizational structure that focused on detailed operating procedures, rationalization, and productivity practices was ill-equipped to deal with the profound changes affecting the industry. Ongoing deregulation of the airline industry was eroding SAS’s monopoly over many of its destinations, and profit margins were rapidly shrinking. In the late 1970s, in an attempt to stop the financial bleeding, SAS senior managers introduced cost control measures that negatively impacted customer satisfaction (for example, they discontinued free meals, in-flight movies and music, complimentary newspapers, inexpensive drinks—all standard in the industry at the time).

SOME ASSEMBLY REQUIRED Commanding Building Block 4: Monitoring for speed of action and compliance Issuing directives doesn’t guarantee compliance. Giving clear business rationales for these directives may increase the likelihood of compliance, but there is always a possibility of the directives being misunderstood or of delays in implementation. That’s why Commanding includes a monitoring process to ensure that people are doing what is expected within the timelines determined. Monitoring for compliance is especially important when there is resistance or negativity toward the directives.

31 In 1980, SAS was facing a loss of $20 million. SAS had, in fact, been in decline for years. A highly centralized, bureaucratic organizational structure that focused on detailed operating procedures, rationalization, and productivity practices was ill-equipped to deal with the profound changes affecting the industry. Ongoing deregulation of the airline industry was eroding SAS’s monopoly over many of its destinations, and profit margins were rapidly shrinking. In the late 1970s, in an attempt to stop the financial bleeding, SAS senior managers introduced cost control measures that negatively impacted customer satisfaction (for example, they discontinued free meals, in-flight movies and music, complimentary newspapers, inexpensive drinks—all standard in the industry at the time).

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5-D Leadership: Key Dimensions for Leading in the Real World by Scott Campbell


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