Developmental Readiness: Accelerating leader development – Avolio & Hannah, 2008
September 16, 2009 by Ryan Merlin · Leave a Comment
The authors of this article aim to create a framework for understanding how the level of developmental readiness impacts the process of leader development. The authors propose a way to accelerate leader development by clearly understanding developmental readiness of the leader and the organization. Not taking this into account may offer an explanation as to why some developmental programs are more or less successful. They propose that development efforts should first focus on assessing and building the developmental readiness of the leaders themselves, as well as the developmental readiness of the organization as crucial factors for effective leader development. They identify 5 constructs in their model of developmental readiness:
- learning goal orientation
- developmental efficacy
- self-concept clarity
- self-complexity
- meta-cognitive ability.
The major contribution of this article is that to offer effective leadership development, we have to first set the stage for the development to occur. Namely, that the individual has to be ready to embark on the process of change (with the right resources and motivation), and the organization has to remain fertile ground for the growth to occur.
This article fits in with the concepts of change, in that development efforts are typically successful when interacting with the conditions that can support it. For example, leaders tend to have a wide array of experiences on an ongoing basis, yet depending on the developmental readiness of the leaders, they might each see the same situation quite differently. One might work to just get by, while the other is interested in learning, testing new skills, reflecting on progress, and integrating it into the self-concept going forward. This is clearly vital in the workplace as it allows greater clarity, accuracy, and ROI on LD interventions.
The Magic of Google’s Innovation Culture
September 13, 2008 by Ryan Merlin · Leave a Comment
How does Google make sure it’s producing innovations that change the game enough to create big new markets but also continue to appeal to its main customers, who might not want so much disruption?
We make an explicit decision to favor the end-user. [We] do not say, “Newspapers should be happy. Advertisers should be happy. Telcos should be happy. Competitors should be happy.” Those are fine if we can do it. But it’s all about end-users.
How do you make sure all these Google engineering projects actually turn into useful services?
The No. 1 thing we do require is: You can do whatever you want as long as you track it. We have very sophisticated measurement systems at every stage of launch. We have what is called trusted testers. Then beta test, which is forever. We do these 1% launches where we float something out and measure that. We can dice and slice in any way you can possibly fathom.
What’s more important than the absolute number is the relative growth rate. High growth solves virtually all problems. If the growth rate is low, or negative, you’ve got a serious problem.
Can innovation really be managed, or is it a case where you have to keep the company and its managers out of the way?
I disagree with the word “managed.” You have to have a set of necessary conditions for innovation to occur. To start with, you have to listen to people.
Pretty basic, no?
But not often practiced. Innovation comes from places that you don’t expect.
From Business Week
Related Tags: blog
Are There Any Easy Lessons?
November 14, 2007 by Ryan Merlin · Leave a Comment
The more people I talk with that have created great success in their life, the more I get the same message:
I had to learn the lesson the hard way….
Is there such thing as learning a lesson the easy way, that carries true value? I would argue no, because it is the actual process itself of triumph over the difficulty and hard lesson itself that creates equity for the person experiencing it. It creates the investment in ourselves and our life that gives meaning and purpose, and is the ultimate goal.
So one of the things I often think about, is that if I know I have to learn the hard lessons, would it not be better to plan out how I want to engage in difficulty and struggle in order to learn the lesson. Versus the alternative which is to avoid it until the inevitable happens and I have to learn the hard lesson in a different way and usually one that is much more difficult and unpleasant. I know it’s a trite statement between being proactive and reactive, yet it has been my experience that those who willingly choose the difficult path and willingly overcome suffering in the direction of their purpose, always lead happier and more meaningful lives.
World Changers – Inspiration Sergey Brin
April 22, 2007 by Ryan Merlin · Leave a Comment
If you’ve followed my blog you might know that I’m a big student of Google’s philosophy for business, work, creativity, leadership, etc. This story here is an amazing look into the events that shaped Sergey Brin’s model of the world and is truly inspiring.
The Only Real Asset – TIME
April 5, 2007 by Ryan Merlin · Leave a Comment
Where does your time go? If you don’t “pay attention” it might be gone before you know it. Maybe you already think it is. There’s only one difference between you, me, and everyone else on the planet; rich, poor, happy, depressed, healthy, sick, famous, outcast….How they spend their time.
How do you spend yours?
Learning How To Learn – Science Of Achievement
March 22, 2007 by Ryan Merlin · Leave a Comment
I just found this fantastic article over at the Passionate Users Blog.
Dubbed the “Crash course” in learning, this article is fairly long. But it’s a must read for anyone that wants to learn better, write better, think clearer, communicate better…hell, just straight up achieve whatever goals you set for yourself. This is the science of mind, personality and human achievement.
Do yourself a favor:
- Read it!
- Use it!
- Then teach it to someone else! (most important)
Abundance – Life Love Success Money
March 3, 2007 by Ryan Merlin · 2 Comments
“You can only share when you have too much”
The true power of this quote is behind the scenes in the deeper structure of the idea. What the heck does that mean Ryan?
It means that there are some pieces that are assumed to be true, yet ambiguous and left to the listener to decide and fill in the blanks.
- You have something to share.
- That something is worth sharing.
- There is a source of what you have to share (ie. internal source from you, or given to you by some external source)
- You decide exactly at which point you have “too much”
Notice how #4 almost always leads to several other powerful effects:
- You let go of attachment to that which you have to share
- You relax, feel good and enjoy
- You naturally and freely give it to others
- It is returned to you many times greater than the amount you originally shared
- You now have much more than before, and much more to share
Can you think of an area that this doesn’t apply?
Think about it, it even applies to negative stuff like complaining, frustration, victim status.
This is how the world works. If you have “too much” love, success, money, experience, you’ll naturally give it away. You can’t not share it. Right?
Challenge:
See if you can find 3 areas in your life where you “had it up to here”, “can’t stand it any more”, “had enough” and look at all the ways that the same thing gets returned to you.
Now, find 3 areas where you actually have more than you might have thought and see if you can find the point where you reach “too much” and see what happens.