Decades of research by MIT Sloan Professor and Founder of the MIT Leadership Center Deborah Ancona and her colleagues have uncovered the four key capabilities of effective leaders—sensemaking, visioning, relating, and inventing. However, “no matter how exceptional, it is truly rare to see a leader exhibit more than two or three of these capabilities,” says Ancona. Known previously as the “4-CAP model,” this framework has recently been updated to add “building credibility” to its center
Dr. Trent Salvaggio, Executive Director of the IoT Talent Consortium, recently spoke with Nicolas Windpassinger, the Global Vice President of Schneider Electric’s EcoXpert™ Partner Program and author of the recently published book Digitize or Die. Windpassinger’s book dissects the digitization phenomenon, reviews the potential and promise of the Internet of Things (IoT), and opens a world of possibilities for companies hoping to transform in this context.
Power gets a bad rap these days. The word conjures up images of iron-fisted oligarchs and Gordon Gecko-type CEOs. However, that’s an antiquated mindset according to MIT Sloan Professor John Van Maanen. In his “Power and Networks in Organizations” session, during the Greater Boston Leadership Program, he simplifies (and neutralizes) the definition for the class. Power is the ability to get things done—and you either have that ability or you don’t.
What do the human brain and a large business have in common? A lot, according to neuroscientist, author, and MIT Sloan Senior Lecturer Tara Swart. Both a brain and a company contain disparate parts connected by networks that allow a free flow of information, ideas, and operations. Learn how lessons from neuroscience can promote clarity of goals, vision, and mission in your company.
When we see a successful person, we assume they must be extremely productive and thus equally busy, and we wonder how they’re able to juggle it all. But according to Robert Pozen, a Senior Lecturer at MIT and author of the book Extreme Productivity: Boost Your Results, Reduce Your Hours, “Productivity is not about being busy all the time, it is pretty much the opposite. It is choosing what your priorities are and then using your time to meet those priorities. Typically, that means slowing down to do more.”
Jay Frost is an MIT Sloan Executive Certificate holder and the Director of Strategic Initiatives for Atlas Manufacturing, a U.S. contract metal fabricator. More than a year ago he completed Building Game-Changing Organizations as part of his certificate, a two-day program led by MIT Sloan Senior Lecturer Douglas Ready. Frost has since operationalized many of the takeaways from this program in particular and recently let us know how useful some of those tools have been.
As a busy government employee, Jason Pelletier was looking for educational opportunities that would fit into and complement his professional schedule. He discovered MIT Sloan Executive Education, where he earned an Executive Certificate in Management and Leadership. “The courses, curriculum, and leaders at MIT were incredibly refreshing,” says Pelletier, who is Chief of Staff for Human Resources Operations Center (HROC) for the United States Immigration and Citizenship Service (USCIS). "MIT provided a way to access top of the line, disruptive, cutting-edge content in a way that fits my nonstop schedule.”
We’ve all heard the common worry that robots will take our jobs. But what if they were to work alongside us, making us better at what we do? Thomas Malone, Founding Director of the MIT Center for Collective Intelligence and author of the 2018 book Superminds: The Surprising Power of People and Computers Thinking Together, says this collaboration between humans and AI is the future. Malone recently spoke to Elizabeth Bramson-Boudreau, the CEO and publisher of MIT Technology Review, for their show Business Lab, about his book and the idea of superminds.
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