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Archive: July 18, 2010 - July 24, 2010

A hero of government service

The larger lesson is really about how remarkable so many of the people serving in the federal government are and how dedicated they are in their service.

By Peter Hart | July 23, 2010; 4:00 PM ET | Comments (31)

Even in the pink ghetto, women fall behind

'So we're putting all the front-end work into building these nonprofits, raising money and building the board, so that men can take them over when they're finally running smoothly?'

By Selena Rezvani | July 23, 2010; 10:57 AM ET | Comments (26)

Leader as Chief Investigator

The leader must have a capacity to ferret out the fuller truth from differing and often conflicting perceptions and accounts.

By Katherine Tyler Scott | July 23, 2010; 6:57 AM ET | Comments (1)

Let the media go hungry

A politician like Vilsack should know that the ever-hungry media can wait to be fed.

By Kathryn Kolbert | July 23, 2010; 6:52 AM ET | Comments (28)

A failure to learn from

Sadly, this time, they fired before they aimed - a hard leadership lesson to learn, but a necessary one.

By Jon Cowan | July 23, 2010; 6:43 AM ET | Comments (1)

Falling prey to the 'zero tolerance' card

Leaders rush to condemn anyone who makes an "identity" mistake, in part, because it makes the leader look virtuous to do so.

By Martin Davidson | July 23, 2010; 6:24 AM ET | Comments (6)

Size is no excuse

Blaming size is a cop out! GE, Google, and FedEx have all thrived with growth. The key is for each element of a large organization to know its common purpose.

By Warren Bennis | July 22, 2010; 12:28 PM ET | Comments (2)

Time to lead by teambuilding

A leader that takes on complex challenges inherent to large organizations needs to transition from being an individual leader with comprehensive knowledge and mastery to one who develops a strong team of individuals to whom significant responsibility and accountability are vested.

By John H. Cochran, MD | July 21, 2010; 10:58 AM ET | Comments (0)

Three strikes against the intel community

It is difficult to get people who don't know of each other nor trust the process to work together, especially if there are some 1,271 government organizations and 1,931 private companies in about 10,000 different locations across the United States.

By Kathryn Kolbert | July 21, 2010; 10:51 AM ET | Comments (1)

The difference between a secret and a mystery

No, it's not primarily the size of the sprawling intelligence network that makes it flawed, though that's surely a problem; anything that big can't work all that well.

By Ken Adelman | July 20, 2010; 2:30 PM ET | Comments (2)

No such thing as 'too big to manage'

With 'big' comes 'challenging', but definitely not 'impossible'.

By Marshall Goldsmith | July 20, 2010; 11:40 AM ET | Comments (0)

Find the right leaders for the job

Organizations that may be considered "Too big to lead" require leaders who are big enough to lead with others. Such organizations need leaders who are temperamentally suited to handle complexity and, more importantly, who can develop teams of capable individuals to pull and push constituents towards their vision.

By Col. Charles D. Allen | July 20, 2010; 11:31 AM ET | Comments (8)

Where big doesn't have to mean bad

The financial institutions and the auto companies may be akin to our intelligence community, where an inability to anticipate change and poor execution brought them low.

By Benjamin W. Heineman, Jr. | July 20, 2010; 10:05 AM ET | Comments (0)

Intel community in search of a purpose

In the private sector, a natural limit to production is determined by customer demand. But there is no natural limit to the amount of intelligence that can be analyzed and put into reports.

By Michael Maccoby | July 20, 2010; 5:47 AM ET | Comments (0)

A bitter lesson we haven't learned

The attacks on the United States through our embassies in Kenya and Tanzania, and later via a naval destroyer, the U.S.S. Cole, did not register strongly enough on Planet Washington to provoke the interagency review we needed.

By Prudence Bushnell | July 19, 2010; 4:34 PM ET | Comments (4)

Is there a common cause?

While size does add complexity, it is not the sole culprit. A more serious concern is a failure to commit to common cause.

By John Baldoni | July 19, 2010; 4:25 PM ET | Comments (0)

The 'focused factory'

As Wickham Skinner wrote back in 1974, organizations should focus on a specific task and not allow themselves to become distracted by an array of goals and missions that could conflict with one another.

By Yash Gupta | July 19, 2010; 4:06 PM ET | Comments (1)

Not what the 9/11 Commission recommended

The problem is not size, but clear lines of authority, which are spectacularly missing in the intelligence community.

By Slade Gorton | July 19, 2010; 1:48 PM ET | Comments (3)

Beat it down to size

In building an organization, sometimes an axe is important a tool as glue.

By Mickey Edwards | July 19, 2010; 12:14 PM ET | Comments (2)

 
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