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The ROLE of Emotional Intelligence in Effective Leadership Today

The Center For Leadership Studies

Take in these wise words from HBR’s 2002 article “ Leading in Times of Trauma ” 2 : “You can’t eliminate such suffering, nor can you ask people to check their emotions at the door. But you can use your leadership to begin the healing process. The EQ Edge: Emotional Intelligence and Your Success. Jossey-Bass; 2011:30.

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Looking Back to Look Forward

Steve Farber

As an avid reader, I always find it fascinating when I can get a glimpse into the creative process of writers I admire, but I’ve never shared my own process with anyone else. Maybe it’ll help you get some insight into your own creative process. Here now, is an entry from my notebook on November 19, 2002. (I’ve

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Making Diversity Central to Success: Q&A With Chevron’s Chief Diversity Officer

HR Digest

So we’ve zeroed in on the world’s leading integrated energy company’s efforts to improve gender diversity in the workplace. MARC is focused on empowering male executives and leaders to model inclusive behavior, influence more equitable talent management systems and processes, and build effective partnerships across gender.

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Timing Leadership For Today’s Faster-Paced World

Tanveer Naseer

CEO tenure in the Fortune 500 has fallen from an average of 11 years in 2002 to six years today. In fact, our research suggests that the leaders who can tether an obsession with deadlines and time to an ability to sense the work and energy flow of their colleagues will have the most success.

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How Leaders Can Develop Their Skills With One Simple Habit

Tanveer Naseer

However, people who run intentionally 3-4 days per week for 20-30 minutes realize a great number of benefits, such as improved sleep, reduced stress, clearer thinking, increased energy, etc. This work on cognitive biases became the foundation for the field of behavioral economics and resulted in Kahneman winning the Nobel Prize in 2002.

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How to Sustain Front Line Process Improvement Activities

Harvard Business Review

Even though it's what keeps companies operationally in shape, front-line process improvement is hard to sustain. They described how each Technicolor employee had a target of suggesting two process improvements per month. That sounded like a great way to keep a process improvement program going. Consider the story of Technicolor.

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Reinventing Innovation at PARC

Harvard Business Review

Characterizations of what happened in the early years of PARC (founded in 1970) range from strategic fumbles to "wild geysers of creative energy" perfectly appropriate to early-stage invention , but those early years didn't yield the stream of profitable innovations that Xerox had imagined. PARC fell off the innovation radar screen.