Archive for the ‘Competencies’ Category

Change, Innovators, Creativity and Community, Will it Blend?

As the technology age moves us along, innovation has been heralded as one of the few growth spaces left, and the power of community, think social media, is the other.   Do they blend?   Does creativity have a place in how this can happen? Enter change.  It is important to keep change leadership and […]


Three Tenets of Mastering the Unknown, Leadership through Ambiguity

If it is about sense-making in ambiguous business situations, I’m intrigued, especially as we live ever more in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous. VUCA is a term coined by Bob Johansen, a Distinguished Fellow at the Institute for the Future, a think-tank with high-profile clients and staying power. Note: […]


Strategic Agility: Adapting to Now & Next

What is Strategic Agility? There’s ample evidence that, no matter how much analysis and planning is done, strategic planning is inherently flawed, quickly out of date, and rendered ineffective due to slow and incomplete execution. This post gives examples as well as an overview of three consultant perspectives highlighting principles of strategic agility and execution including tactical choices for competitive advantage.


Revelation, Leadership Integrity at All Levels

Power, pride, status. How about integrity? Status can be a distraction, an illusion. This post features a list of the signs of organization leadership that form spine and integrity, as I’ve observed over the years, with live links to the top leadership blogs up for


Life & Limb: Change, Resilience and Learning from the Three-Legged Cat

WHAT are the positive aspects of the pain of change, especially when it is overwhelming, full of sighs, groans, and fearsome ambiguity? Make it through, and you’ll know what resiliency is and the value in the struggle to be alive, and especially to fully live. We witnessed this twice when Pearl, one of our two cats, the […]


During Crises & Crunch, What Matters? The Power of the Story

Budget decisions define organizations, sometimes in new ways. Peter Drucker once stated, “Only three things happen naturally in organizations – friction, confusion and underperformance. Everything else requires leaderhip.” Questions that may arise during budget reductions are compared to the classic 7S structure model along with examples. Paul Harvey’s passing is also noted with a quote. –DN


Competency Work–Top Down, Bottom Up, & Middle in Higher Education?

Competency programs and models seem to be picking up speed in higher education – which may be connected with the impact of social media and the career development aspects of competencies.

“My current thinking on competency models is to consider them more as an ‘intermediate stage’ in the evolution (of capability building efforts) rather than as the final stage.” — Prasad Kurian’s blog post, and Alltop HR blog on HR, OD and Personal Effectiveness