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What We Get Wrong About Authenticity In Leadership

Tanveer Naseer

Of course, when it comes to core values in leadership, not surprisingly the values that come up are integrity, trust, and respect. Without question, these are important values that a leader must treat as not only unshakable, but ones that should never be compromised in order to achieve our goals or vision.

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What is Great Leadership?

Great Leadership By Dan

The focus of leaders is on utilizing people as a company’s most important product, to establish missions, strategies and goals for the organization. It forces leaders to rank employees base on value, performance and teaming as they consider the budgets made available to them.

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Leadership Is About Alignment

Tanveer Naseer

Working in and living in alignment is difficult because alignment requires you to make decisions and take actions that are in agreement with many goals, ideas and beliefs, some of which may be in conflict. In fact, leaders leave companies when their personal values clash with the corporate values.

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Reclaiming the Idea of Shareholder Value

Harvard Business Review

The first believes the company’s goal is to maximize shareholder value. The problem with the term “maximize shareholder value” is that it has been hijacked by those who incorrectly believe that the goal is to maximize short-term earnings to boost today’s stock price.

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How to Quantify Sustainability’s Impact on Your Bottom Line

Harvard Business Review

We found that sustainable and deforestation-free practices created significant financial benefits for all players in the industry’s value chain. Specifically, our analysis found that the net benefits to ranchers ranged from $18 million to $34 million (12% to 23% of revenues) in net present value projected over 10 years.

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Match Your Innovation Process to the Results You Want

Harvard Business Review

When forced to present familiar metrics for truly out-of-the-box "beginning" ideas, work teams develop what our friend Jay Paap calls "Imaginary Numbers." As for decision-making there is one simple rule in pursuit of breakthroughs: "The higher the goal the higher the role."

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Only the CEO Can Make the Big Bets

Harvard Business Review

And using net-present-value estimates for "beginning" ideas is nuts. We say, "The Higher the Goal, the Higher the Role." Because they know they would get laughed out of the room if they were to advocate for a hunch. Skating to where the puck is now is not being customer-driven. It's being customer-reactive.

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