Episode #1551 Gary Hamel: Catalyzing Human Performance

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World-renowned business thinker, Gary Hamel joins Moe Abdou to explore the hidden dimension that distinguishes the world's most admired leaders and the organizations they lead. 


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Gary Hamel

Author, Consultant, Business School Professor View Full Profile

The Balance Between People and Power

Leadership is highly personal, and its impact is always in the eye of the beholder.  Still, the one hallmark that I find most common amongst those I most admire is a level of consistency that’s unrivaled.  Consistency of thought, of purpose, of principle, of integrity, and of action over a long period of time.  

While in their presence, you’ll know that you’re the singular focus of their attention - for they know that the only measure of true success lies less in the power they possess, than it does in the betterment of other human beings.

Confucius once said that “what the superior man seeks is in himself, what the small man seeks in others”; and that’s what got me excited about Michele Zanini and Gary Hamel’s new work - Humanocracy:  Creating Organizations As Amazing As The People Inside Them”.  

In it, they make a convincing plea for reimagining modern leadership - away from traditional power structures and bureaucracy, and more towards a human-centric and meritocratic type environment.  And while that may appear to be a simple pivot; it’s one that doesn’t stand a chance without each leader first seeking the Truth inside herself/himself. 

For nearly three decades now, I’ve held Gary and his work in the highest regard, and while this certainly isn’t the 90’s - one recurring theme has been consistent throughout all of his work - the power of human ingenuity.  Here’s a glimpse of what you can expect:

  • What we’ve learned since The Future of Management? 
  • What’s visible today in management/leadership that wasn’t in 2007?
  • Leadership in 2020 - who stands out and why?
  • What makes the notion of a human-centric organization so elusive?
  • The big misconception about people’s abilities to change - and change often?
  • Organizations have to gain an “evolutionary advantage” to get ahead - what does that look like?
  • Why leaders continue to express concern for the breadth of innovation when its their highest priorities to do so?
  • The traps that nimble organizations today have to avoid to stay human-centric?
  • The seven levers of a human-centric organizations?
  • The impact of a human-centric organization on capitalism as we know it?
  • What we can learn from Nucor and Haier?
  • Why we need to redefine the problem away from power and control; and more towards contribution?
  • Resources: