Issue 110 - 06 | From Burning Platform to Burning Ambition; How Leaders Sustain ChangeBy Dr. Peter Fuda
Published Oct. 17, 2013 12:00 p.m.
Why do I say that? I’ve never met the leader who aspires to destroy shareholder value, irritate customers and alienate staff. Yet often the unintended consequence of our leadership is to do just that.
The bad news is that in studying leaders who have actually bridged this gap between their noble intentions and their impact, my colleagues and I have found no magic formula to guarantee success. It turns out that leadership transformation is extremely context bound. Every leader’s journey is unique.
The good news, however, is that there are common threads in the experiences of those who’ve realized their leadership vision, and achieved a transformation in their organization.”
About Dr. Peter Fuda | Dr. Peter Fuda is founder and principal of The Alignment Partnership (TAP) and adjunct professor at the Macquarie Graduate School of Management (MGSM). As a management consultant, Peter and his team at TAP have created some 30 published case studies of business transformation, and more than 500 individual case studies of leadership transformation in blue chip organizations around the world. As a leadership coach, Peter has enabled more than 200 CEOs to measurably increase their leadership effectiveness and performance. As a thought leader, Peter’s research and approaches to transformation have been published on five continents.www.peterfuda.com