RSS
Archive: George Reed
More than a recruiting slogan
Tragedies like the one at Fort Hood test the character and resilience of organizations and their leaders. What we see now shows the meaning of "Army Strong."
By George Reed | November 9, 2009; 06:58 AM ET | Comments (0)
A priority, not an expense
In the military, leadership development is not viewed merely as an expense to be justified and contained, or reserved for a few "high potentials."
By George Reed | November 3, 2009; 11:31 AM ET | Comments (0)
The Pedestal Problem
By exalting singular public figures, we ordinary people tend to distance ourselves from the idea of leadership, not realizing we ourselves are capable of it.
By George Reed | October 12, 2009; 10:06 PM ET | Comments (2)
A Question of Purpose
We have seen plenty of piracy, now where is the stewardship? Is it even possible to change the culture to a more sustainable perspective?
By George Reed | September 14, 2009; 03:18 PM ET | Comments (1)
A Culture of "Busyness"
Good leaders create other leaders. Think about what it says to the next generation when leaders model workaholic tendencies.
By George Reed | August 11, 2009; 07:32 AM ET | Comments (2)
Loose Lips Sink Political Ships
For senior leaders, there is no such thing as a casual conversation, especially when you are in front of the camera.
By George Reed | August 5, 2009; 02:19 PM ET | Comments (0)
Transgressions vs. Contributions
An examination of our most respected historical leaders reveals some extraordinary flaws, especially when it comes to marital fidelity. Regrettable as they were, such infidelities did not erase their contributions.
By George Reed | June 30, 2009; 03:00 PM ET | Comments (7)
Transition Is Not Failure
Transition is not equivalent to failure and the needs of the organization trump the desires of the individual.
By George Reed | May 26, 2009; 04:32 PM ET | Comments (0)
Intellectual Awakening
Academic programs may not consistently produce good leaders, but organizations that study, argue about, and struggle with leadership development are inherently better organizations than those that do not.
By George Reed | April 21, 2009; 06:32 AM ET | Comments (3)
No "Savior Leader" Here
It would be ridiculous to put the failure of GM at the feet of Mr. Wagoner or any other individual CEO, and, if there are no substantive changes in the GM system, we'll likely be examining his successor's failure in short order.
By George Reed | March 31, 2009; 09:42 AM ET | Comments (0)
Uncommon Leadership
Leaders should share the hardships of their comrades and see to the needs of their followers before attending to their own. Such selfless leadership unfortunately seems to be a rarity in many organizations today.
By George Reed | March 15, 2009; 09:58 PM ET | Comments (0)
"Master and Commander" Lessons
I agree with Gen. Walt Ulmer that we can learn everything we need to know about small-unit leadership from Patrick O'Brien's novels, represented on-screen by "Master and Commander."
By George Reed | February 17, 2009; 11:39 AM ET | Comments (3)
A General's Advice
In large organizations, people can become numbers on a spreadsheet, especially during downsizings, but such depersonalization does not engender loyalty and commitment from employees.
By George Reed | February 9, 2009; 10:37 AM ET | Comments (0)
Lessons From Churchill
Churchill's famous speech had tenacity and a pugnacious spirit that struck a deep chord in the people; likewise, Obama needs to be both hopeful and realistic.
By George Reed | January 21, 2009; 11:44 AM ET | Comments (0)
After The Euphoria?
He's a great communicator, yes, but we don't yet know if he can effectively build teams or manage the complex systems of government.
By George Reed | January 12, 2009; 11:18 AM ET | Comments (6)
The Quiet Leaders
While celebrating great public figures like President-Elect Obama and General Petraeus, we should recognize that some of the best leaders toil in obscurity and would be embarrassed by our praise.
By George Reed | December 30, 2008; 04:03 PM ET | Comments (1)
Turn It Into an Opportunity
Incidents of misconduct threaten public confidence, but they are also an opportunity to reinforce important principles and demonstrate character.
By George Reed | December 15, 2008; 01:05 PM ET | Comments (0)
Urgency Required
After failing to innovate, the Big Three need to harness a sense of urgency.
By George Reed | December 8, 2008; 02:35 PM ET | Comments (1)
