Archive: George Reed
Sometimes it takes a clear threat to organizational survival to prompt a new way of doing business that is responsive to changes outside of the company. As we have seen with General Motors before the bankruptcy, sometimes even that is not enough...
By George Reed | November 16, 2010; 10:02 AM ET | Comments (1)
Draper seems to have an astounding ability to ignore the consequences of his behavior. A lack of moral imagination and stunted sense of right and wrong seems to insulate him from the implications of his actions. He knowingly advertises for harmful products, lives a life built upon a foundation of deceit, and...
By George Reed | October 18, 2010; 09:39 AM ET | Comments (0)
When fostering change from within an organization, one must be careful to maintain pressure without provoking an allergic response from those...
By George Reed | September 14, 2010; 09:21 AM ET | Comments (0)
Our founding fathers understood that a standing military represented a potential danger to liberty and therefore sought to minimize its power.
By George Reed | June 24, 2010; 12:54 PM ET | Comments (0)
It is ironic that universities -- incubators of big ideas -- can be themselves so seemingly impervious to change.
By George Reed | May 25, 2010; 06:24 AM ET | Comments (5)
Soldiers do not fight and die for abstract concepts, but will go to extraordinary lengths for their buddies.
By George Reed | January 4, 2010; 02:29 PM ET | Comments (0)
Sometimes we find ourselves in a time and place not of our own choosing where our gift meets the world's need.
By George Reed | December 29, 2009; 06:55 AM ET | Comments (1)
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)
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)
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)
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)
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)
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)
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 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)
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)
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)
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)
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)
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)
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)
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)
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)
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)