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Leading From Who You Are (A Book Excerpt)

Lead Change Blog

The Lead Change Group was incubated by people who wanted to capture the idea of leadership being espoused by a group of leaders in social media and Internet channels in the summer and fall of 2009. The term character-based leadership rose out of this group’s efforts and eventually led to the book, The Character-Based Leader.

Books 150
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Innovation High-Five

Mills Scofield

Because the culture at Geneca encourages personal and professional development and there was buy-in from the leadership team, the preconditions for innovation already were in place. Operational Strategy. We’d look to the incubator to further sponsor ideas originating from Genecians. The Innovation Group is Born.

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The Case for Investing More in People

Harvard Business Review

In research for our book, Time, Talent and Energy, my co-author Michael Mankins and I found that such investments do indeed pay off: The top-quartile companies in our study unlocked 40% more productive power in their workforce through better practices in time, talent and energy management. Yet, only one in eight employees are inspired.

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Leading Through Disruption

The Center For Leadership Studies

When you view change—especially the disruptive kind—through the eyes of Situational Leadership ® , what you see is regression. Employees operating at moderate to high levels of Performance Readiness ® for most of the tasks that constitute their contribution “move to the right.” Say, for instance, something like the coronavirus.

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The Chief Innovation Officer’s 100-Day Plan

Harvard Business Review

Your energy and track record of successfully launching high-impact initiatives scored you a plum role heading up innovation. Is innovation intended to improve and expand the existing business, or is it meant to redefine the company itself and the industry in which it operates? Innovation Leadership transitions' Congratulations!

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The Benefits of Taking a Slower Approach to Innovation

Harvard Business Review

Their extended timelines struggle to weather leadership change. If you incubate an interesting function that starts to grow, move it somewhere else in the operational infrastructure. Time, and energy, has to be dedicated to finding the unexpected. Their scope and pace often run counter to the rhythms of company goals.

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Building a Software Start-Up Inside GE

Harvard Business Review

How can these companies overcome the inevitable leadership, organizational, and cultural challenges involved? Second, we are incubating new software talent and [creating] software DNA. An ingrained industrial mindset keeps things “within the yellow lines,” focused on controlling operations or managing safety.