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Change is a Double-Edged Sword

Lead Change Blog

One of my favorite change quotes comes from a book by Michael Fullan, a Canadian expert on educational change, who wrote in Leading in a Culture of Change [2001]: “Change is a double-edged sword. The process was painful, and at times very messy, but it eventually delivered a creative and innovative solution.

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Is Leadership Development the Answer to Low Employee Engagement? (Yes.)

N2Growth Blog

A 2001 study by the Hay Group indicated a 2.5x This ability demonstrates the power of choice: the choice to lead. Leadership must see the power of choice in every moment, when it is time to choose between doing business as usual or stepping up to real and more impactful leadership. She is always looking for the void.

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Remembering 9/11 | N2Growth Blog

N2Growth Blog

Mello Here's a link to a post I run each year at this time to make sure that I never forget the tragedy and heroism that took place on September 11, 2001. I'm hopeful that today's comments will help us all process things in a healthier fashion while not forgetting the sacrifices that have been made for us.

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Leadership Lessons from the Navy

Skip Prichard

His book, Lessons from the Navy: How to Earn Trust, Lead Teams, and Achieve Organizational Excellence is loaded with advice to help all leaders aspiring to operate at the highest levels. Think about the power of this maxim. Would you briefly share that because it is incredibly powerful? Yes… of course!

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New Ways to Collaborate for Process Improvement

Harvard Business Review

Leading companies such as IBM, Ford, and Avery Dennison are making major improvements in key processes by creating online communities to share deep knowledge. Since 2001, IBM has used jams to get 300,000 employees and others around the world to explore and solve problems. Collaborating globally to improve effectiveness.

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What U2 and the US Navy Have in Common: Connecting with Core Employees

Michael Lee Stallard

Stars typically feel connected to the organization because they have power or influence. A diminished marketplace of ideas reduces the likelihood the innovative connections will be made to birth new products, processes and businesses. Core employees typically don’t feel connected. Connecting the U.S.

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Why Visionary CEOs Never Have Visionary Successors

Harvard Business Review

Microsoft ended the 20 th century owning over 95% of the operating systems that ran on computers (almost all on desktops). One of the strengths of visionary CEOs is that they build an executive staff of world-class operating executives (and that they unconsciously force out the world-class innovators among their direct reports).

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