Thoughts on Leadership

To be something or to be someone

Tanker-Om-Ledelse — Mon, 26 Jan 2009 08:01:57 +0000

I found a quotation, which makes a good connection to the book “Why should anyone be lead by you?". In the Danish section of the blog, I wrote about this book, which is well worth reading.

How many cares one loses when one decides not to be something, but to be someone.
Quote: Gabrielle “Coco” Chanel

Coco has caught one of the essential ingredients in leadership and in personal leadership. I'm not sure the quote had connection to leadership when formulated, but it does suit well. Leader is more than just a job description!

Hofstadter’s Law

Tanker-Om-Ledelse — Sun, 13 Jul 2008 15:56:59 +0000

“It always takes longer than you expect, even when you take into account Hofstadter’s Law” This means that the law is endless, as it refers back to itself. It's an endless loop. Even if we do not meet a deadline and reschedule, we have to take Hofstadter's law in to concideration.

Wittgenstein

Tanker-Om-Ledelse — Mon, 23 Jun 2008 21:00:17 +0000

Ludwig Wittgenstein is one of the twentieth century’s most important philosophers. Amongst other things, he’s writing about doubt and belief – any doubt presupposes I believe in something.

The following quotation is from “Über gewisheit”

§125. If a blind man were to ask me “Have you got two hands?” I should not make sure by looking. If I were to have any doubt of it, then I don’t know why I should trust my eyes. For why shouldn’t I test my eyes by looking to find out whether I see my two hands? What is to be tested by what? (Who decides what stands fast?) And what does it mean to say that such and such stands fast?

(Source: ed. G. E. M. Anscombe and G. H. von Wright
Translated by Denis Paul and G. E. M. Anscombe Basil Blackwell, Oxford 1969-1975)

Why ”Thoughts on Leadership”?

Tanker-Om-Ledelse — Mon, 02 Jun 2008 21:03:12 +0000

Thoughts on leadership must be viewed as my diary and learning log in the topic of leadership and management.
I have chosen to gather my thoughts on tanker-om-ledelse.dk (Danish for Thoughts on leadership), to get others feedback and to start debate. I'm also working on and developing tools and alike, which others can find useful. In the long run, I hope to publish as a book.
I have been working as a manager and leader since 2001. First as a team leader and since 2004 as manager of a department of between 60 and 110 employees. I have been working with lean on a practical and daily business level, which is the reason for my frequent references to lean.
All references to real people have been changed. Data are if possible real case data, but not always from my daily work.
All materials are protected by copyright. But to link to the page or to get inspired are free for everyone. If You should have any questions on the use of materials, please contact me.

Best regards,
Henrik Nielsen
Copyright © 2007, 2008 Tanker-om-ledelse.dk

Welcome to the international version

Tanker-Om-Ledelse — Mon, 02 Jun 2008 20:42:36 +0000

I have chosen to translate some of the articles, posts, tools and thoughts on leadership into English. This is to broaden the scope from a few million viewers to many million possible viewers. This will also widen the debates and comments.

Best regards,
Henrik

Dilberts princip

Tanker-Om-Ledelse — Fri, 30 Nov 2007 21:19:55 +0000

Dilbert er en tegneseriefigur, men hans tegner Scott Adams har en MBA fra U. C. Berkeley, hvilket nok ikke er fremmed for læserne af Dilbert.

Dilberts princip bygger på Peters Princip. Så det starter vi med: Peters princip siger at ansatte der udviser kompetencer i deres nuværende stilling belønnes med forfremmelse. Det kan så tolkes sådan, at ansatte forfremmes til de ikke længere udviser kompetence i den stilling de sidder i og derfor bliver siddende.

Dilberts princip siger derimod at inkompetente medarbejdere forfremmes for at begrænse den skade de kan gøre. Dilbert princip bygger på, at i nogle tilfælde kan der gøres mest skade i forhold til kunder, kvalitet og lignende. Derfor begrænser man skaderne ved at flytte folk op i typisk mellemledelse

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