Let's Grow Leaders
JULY 9, 2013
'“Do the right thing. It will gratify some people and astonish the rest.“ -Mark Twain Leaders under pressure. I am. You are. We are. It’s easy to do the right thing when everyone agrees. Sometimes they won’t. You know what’s right. But then, the counter view. Important folks could say you “lack political savvy” or worse [.
Lead Change Blog
JULY 9, 2013
'Posted in Change Management Yes. If change was easy, we would all do it. Standing still will not move us forward. Limiting our learning will not create a growth mindset. Change is required. It just isn’t always easy to do. A few weeks ago in the Lead Change Google+ Community, the question of the week was: “For you personally, [.].
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Leadership Freak
JULY 9, 2013
'Hideous leadership is hedonistic, haughty, haphazard, hypocritical, hesitant, and halfhearted. The four weaknesses of haughty leadership. Haughty leaders: Harpoon creativity with bureaucracy. Arrogance needs control. Hassel progress by hounding and meddling. Hovering leaders create hesitant cultures. Hampers initiative by speaking for others. Invite those who have ideas to present them in meetings themselves, regardless of […].
Lead Change Blog
JULY 9, 2013
'Posted in Leadership Development I recently had the pleasure of reading (and now reviewing) a book by Dennis Bakke called The Decision Maker. It’s subtitle, “Unlock the Potential of Everyone in Your Organization, One Decision at a Time,” is suitable for the context of the story. It’s a modern-day parable, intended to help the reader extract the messages that will [.].
Advertiser: Paycor
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Women on Business
JULY 9, 2013
'We''ve Moved! Update your Reader Now. This feed has moved to: [link] If you haven''t already done so, update your reader now with this changed subscription address to get your latest updates from us. [link].
Persuasive Powerhouse
JULY 9, 2013
'Many of the leaders I work with are considered “high potential” to move to higher levels within their organizations. They are all really smart. That’s a problem for anyone who has gained a certain prestige in an organization because of what they know, and it isn’t enough to stand out from the crowd. Look around and notice that your peers — all vying for a smaller number of senior executive level positions in the company — are smart, too.
Leadership and Management brings together the best content for leadership and management professionals from the widest variety of industry thought leaders.
Lead from Within
JULY 9, 2013
'We all seem to spend a lot of time wishing. We wish we were taller, richer, smarter. We wish our businesses were more successful, our teams more productive. But what would it sound like if we could change our wishes to wondering ? What different mindset would it bring? Wishing is hoping for something- even something impossible—to happen. Wondering is being curious about what will happen.
QAspire
JULY 9, 2013
'Day-to-day work can sometimes feel boring, but we need to adjust the lens we use to see our work and focus on ‘ purpose of the work.’. Two workers were toiling outside of a huge new structure. The first one was exhausted, disengaged and uninspired. “What are you working on?” asked a passerby. “Cutting some stones!” was the terse reply. The other worker was then asked the same question.
Tim Milburn
JULY 9, 2013
'Maybe you can relate to the following scenario… I have a task that I need to do. I know it needs to be done because I wrote it down on my to-do list. I know it needs to be done today because I put today’s date next to it as a deadline. I have everything I need to be able to successfully accomplish this task. I have the skill, I have the ability, and I have the time.
First Friday Book Synopsis
JULY 9, 2013
'Our knowledge has “cursed” us. And it becomes difficult for us to share our knowledge with others, because we can’t readily re-create our listeners’ state of mind. Chip Heath and Dan Heath, Made to Stick: Why Some Ideas Survive and Others Die ——————– I assume that I understand what you have told me. That may be […].
Advertiser: ZoomInfo
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CO2
JULY 9, 2013
'by Calvin Guyer Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by David Logan, John King, and Halee Fischer-Wright. To recap (full blog post links are below): Stage 1 of the Tribe: ”Life Sucks” (Energy Leadership Level 1: ”I Lose”). Stage 2 of the Tribe: ”My Life Sucks” (Energy Leadership Level 2: ”You Lose”).
Coaching Tip
JULY 9, 2013
'First Borders, then Barnes & Noble CEOs make the wrong leadership decisions. Borders was founded by two brothers; Tom and Louis Borders, in 1971 in Ann Arbor, MI. As the business grew, it was time for the Borders brothers to hire a professional CEO. Tom Borders told me that they decided to hire a CEO whose experience was in retailing versus a strategic marketing expert.
Change Starts Here
JULY 9, 2013
'This article is also available as a 1-page pdf document. For Mount Franklin Foods, a candy and snack manufacturer headquartered in El Paso, Texas, the years leading up to 2011 were tumultuous. A revolving leadership door had ushered four CEOs in and out in two years. When CEO Gary Ricco joined the company in May of 2011, the company had struggled for years to turn a profit.
First Friday Book Synopsis
JULY 9, 2013
'There is a quotation among those that I have collected, “The past is dead. Tomorrow will become whatever decision you make it,” that may be from one of St. Paul’s letters. I thought of that observation as I read one of Josh Linkner‘s latest blog posts. To check all the other resources at his website, […]. Bob''s blog entries Dan Gilbert Detroit Venture Partners Disciplined Dreaming: A Proven System to Drive Breakthrough Creativity Earvin (“Magic” Johnson) Josh LInkner on
Advertiser: Paycor
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Strategy Driven
JULY 9, 2013
'Major projects typically add significant operational, financial, reputational, and regulatory risk to an organization’s overall risk profile. This project risk may by itself exceed the normal level of organizational risk leaders are accustomed to dealing with. Consequently, these strategic projects demand the implementation of risk identification, monitoring, mitigation, and control activities.
Ron Edmondson
JULY 9, 2013
'(I’m on vacation this coming week, and so for the next couple weeks I’m posting again some of my most read posts, but also ones I think are actually helpful. These are my “favorite top posts” Some posts had more hits, but they simply do well in the search engines. I’m actually proud of these. None of these were posted this year.
Tanveer Naseer
JULY 9, 2013
'The following is a guest piece by Dennis Bakke. As a parent and as a former coach of my son’s youth sports teams, I was filled with shock, horror, and disgust as I learned about the conduct of former Rutgers men’s basketball coach Mike Rice this past April. Video obtained by ESPN showed numerous clips of Rice leading his practice sessions with such over-the-top behavior that he was fired within days of this footage being made public.
Harvard Business Review
JULY 9, 2013
'Many people seem to feel that if the market can''t offer them a brilliant job, there''s not much point looking. But you don''t need a perfect job. Every job is a compromise between what you want to get out of life and what an employer wants to get out of you. Keeping this reality in mind will help you challenge perfection-focused thinking and increase your options.
Advertiser: ZoomInfo
In times of economic uncertainty, account-based strategies are essential. According to several business analysts and practitioners, ABM is a necessity for creating more predictable revenue. Research shows that nearly three-quarters of marketers (74%) already have the resources needed to build successful ABM programs.
Harvard Business Review
JULY 9, 2013
'Innovators think and do things differently in order to achieve extraordinary success. They are found not just in the world of business, although they do have strong leadership qualities and excellent business sense as a common core. Our research indicates that whether they are CEOs, senior executives, sports team owners, or film directors, game changers who stand head and shoulders above the rest share a common set of qualities that we call the innovation mindset.
Harvard Business Review
JULY 9, 2013
'A client of mine recently experienced a jarring moment akin to a scene straight out of the old Broadway musical " A Funny Thing Happened on the Way to the Forum." She was getting ready for a meeting with her CEO. After pulling together her materials, she was asked to review the agenda and presentation with her boss and one of the CEO''s staff advisors.
Harvard Business Review
JULY 9, 2013
'By now, most HBR readers should understand the informal influence that stems from being central to an organization''s network. Well-connected people have enormous power to drive change, as this recent article from Julie Battilana of Harvard Business School and Tiziana Casciaro of the University of Toronto''s Rotman School of Management, makes clear.
Harvard Business Review
JULY 9, 2013
'An estimated 10% of food that consumers buy in the developed world is adulterated in some way by counterfeit ingredients, Shaun Kennedy of the University of Minnesota says in a report by The New York Times. Perpetrators of this fraud are trying to make money, rather than cause harm to consumers, but in some cases the ingredients they add can be dangerous.
Advertiser: Paycor
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Harvard Business Review
JULY 9, 2013
'When acclaimed hedge fund manager Paul Tudor Jones revealed his opinion that women become much less effective as stock traders or investors once they have children, he was, in a sense, suggesting that the distraction of motherhood—a distinctly feminine condition—exceeds that of other attention-siphoning activities. I was reminded of how, almost thirty years ago, I heard that someone at my investment firm asked in a meeting whether I could simultaneously be a good fund manager and a
Harvard Business Review
JULY 9, 2013
'The marketing head of an ambitious technology firm recently shared with me a vexing problem: Apple was one of their customers. But the executive and her team could essentially tell no one. The restrictions that Apple placed on them were that airtight. It''s one of the sweetest moments a business can have: landing a marquee-brand customer like Apple or Coca-Cola, Walmart or Boeing.
Harvard Business Review
JULY 9, 2013
'Daniel Isenberg , author of Worthless, Impossible, and Stupid , shatters the stereotypes about who the typical entrepreneur really is. .
Harvard Business Review
JULY 9, 2013
'Two brothers sharing ownership in a fourth-generation concrete business had a bitter falling out over an unlikely issue: a sailboat. The older sibling accused the younger of dipping into the till to support his racing habit. The younger brother struck back by issuing an ultimatum: buy out my share of the company, or sell me yours. An ugly fight ensued, affecting the business, the family, the employees, and the customers.
Advertiser: ZoomInfo
Shifting to an account-based marketing (ABM) strategy can be both exciting and challenging. Well-implemented ABM motions build engagement with high-value accounts and drive impactful campaigns that resonate with your audience. But where do you begin, and how do you progress from crawling to running? Watch now as Demand Gen experts delve into the essentials of each stage of the ABM process.
Harvard Business Review
JULY 9, 2013
'From Tommy Lee Jones waxing poetic for Ameriprise Financial to Beyonce boosting Pepsi''s sex appeal, celebrities are commonly used by companies to get attention and generate buzz. In recent years, though, celebrities have taken on a more significant role. Some companies now actively involve stars in their product development process and other aspects of their businesses.
Harvard Business Review
JULY 9, 2013
'Few things are simple in corporate regulation. Reforms often backfire. Changes meant to help shareholders end up enriching executives, or lawyers, or accountants. Less regulation is often better than more. But here''s a simple rule that I imagine holds up pretty well. If an overwhelming bipartisan majority in the U.S. Congress decides to delve deep into the details of a corporate regulatory process and tell the rule-makers they can''t do something, that overwhelming bipartisan majority is up to
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