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Disruptions and unexpected shifts are bound to happen to you and your organization, causing pain, according to Leavitt and McKeown, that can best be alleviated by teaming with others who are also feeling pain. This means forming what they call a 'value alliance,' a 'group of participants with aligned interests pursuing an outcome with value for each of them.' These collaborators are brought together by a distinguished individual known as a 'convenor of stature.' Examples include such disparate cases as the forming of the Visa credit card network, and even the formation of the United States of America more than 200 years ago. [ABSTRACT FROM AUTHOR]

The article offers information on improving the work environment of an organization. It is said that a great workplace is the natural result when an organization's leaders believe in and model a particular set of employee-centric values. Good companies encourage their employees to express through art, music, and performance-based activities that can be used strategically to humanize business leaders. Such companies build leadership from within the organization, as well as across departmental boundaries.

The article offers the authors' insights regarding the core managerial competencies in leading the workforce. The authors state that millennials are making its significance in the organizational agenda wherein U.S. Bureau of Labor Statistics reveals that they constitute almost 25% of the workforce in the U.S. The authors also mention that an efficient managerial leader should start with the millennials' experience and suspend his or her own bias. The authors suggest that a proactive reaction to perceived millennial orientations and millennial intrinsic values are core competencies that effective managers need to master and cites several required managerial competency which include motivating, directing, and engaging.

The article offers a report on how leaders can create a values-driven community within their workplace. It focuses on the five most important leader behaviors that can be used to foster a just organization including creating and communicating a clear, human organizational vision, developing a personal sense of fairness and helping others do the same, and cherishing change agents and whistle-blowers. Also considered are building in checks and balances for access to information and decision making, and ensuring procedural fairness.

The article discusses the significance of building collaboration among teams in any organization. It is said that collaboration is critical, however, business leaders are often clueless as to how to achieve it other than issuing exhortations. The real challenge for the management is to know what makes breakthrough teams effective. Co-author Adrian Gostick of "The Carrot Principle," says that most organizations do a poor job with their teams. The best leaders find candidates known for their technical skills and their ability to work well with others and place them in the right team.