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Good Power: Changing a Life. Changing Work. Changing the World.

Leading Blog

And when delivering bad news, use a velvet hammer. When moments of reinvention arrive, innovating the “how” can be overlooked in favor of focusing on the “what.” To help us in applying good power to the us —society—one way is to look “at big problems as big systems to be transformed.” How do we do that?

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Innovation Begins (and remains) at the Top

Great Leadership By Dan

Guest post By John Sweeney: Innovation is foundational to business leadership. We empower individuals across disciplines to evaluate, orchestrate, strategize, create and hire, but most importantly, we empower others to innovate. But for innovation, responsibility begins and remains at the highest levels of leadership.

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The “Piggyback” Approach to Innovation

Harvard Business Review

Consider how we have “the way” we do things: the way we make pasta, the way we use a hammer, the way we deal with our day-to-day problems. On the one hand, this keeps us focused — it gives us a mental script to follow. On the other hand, it limits our ability to see beyond the default.

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Four Innovative Initiatives to Attract and Retain Diverse Women

First Friday Book Synopsis

Here is an article written by Tina Vasquez (Los Angeles) for The Glass Hammer, an online community designed for women executives in financial services, law and business. Visit us daily to discover issues that matter, share experiences, and plan networking, your career and your life.”

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What Not to Do When Business Sours

In the CEO Afterlife

A delay (not cancellation) in capital expenditures of such initiatives as office upgrades or computer systems are examples of a good place to start. In a crisis, whether short or long-term, the most senior people in the organization need to step up and offer innovative solutions to the issues hammering the bottom-line.

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What Not to Do When Business Sours

LDRLB

A delay (not cancellation) in capital expenditures of such initiatives as office upgrades or computer systems are examples of a good place to start. When business goes sour, whether short or long-term, the organization’s most senior people need to step up and offer innovative solutions to the issues hammering the top and bottom-line.

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Everybody Loves Bob – Faster Cheaper Better: The 9 Levers for Transforming How Work Gets Done

Strategy Driven

Hershman and Dr. Michael Hammer. Worse still, Bob’s behavior and the accolades he receives simply reinforce the notion that everyone should work around the system. No one seems to grasp that if the system were fixed, there would be no need for heroes like Bob. Hershman is the Chief Executive Officer of Hammer and Company.

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