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Rescooped by Ian Berry from Leadership in education
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Culture Of Courage: Creating A Culture That Breeds Bravery

Culture Of Courage: Creating A Culture That Breeds Bravery | Change Champions | Scoop.it
People are innately wired to avoid risk. During times of times of change and uncertainty, our risk aversion is amplified. Yet the number one way to gaining competitive edge is by creating a culture where people feel safe and emboldened to innovate and challenge the status quo thinking. The first key to creating a 'culture of courage' is leading from possibility, not probability.

Via Allan Shaw
Ian Berry's insight:

All good insights I particularly like Lead from possibility, not probability.

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Allan Shaw's curator insight, September 1, 2014 7:43 AM

This is an excellent read! Well worth your time. I would have to admit it is easier to read than enact!

Gust MEES's curator insight, September 1, 2014 8:02 AM

Learn more:


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=Courage...


Nancy Jones's curator insight, September 1, 2014 11:37 AM

This is a great visual representation of the power and learning opportunities of mistakes. The parent population needs to realize that greater and deeper understanding comes from making and correcting mistakes than memorizing merely to get the reward of a grade.

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Three questions with former GE CEO Jack Welch - Kansas City Business Journal

Three questions with former GE CEO Jack Welch - Kansas City Business Journal | Change Champions | Scoop.it
Jack Welch, co-author of "The Real-Life MBA" and former CEO of GE, shares key business leadership traits, the three most important business measurements and career advice for young employees.
Ian Berry's insight:

Three simple answers that all have profound implications for every business

"• First and foremost is employee engagement. How do your employees feel about their jobs, where they're going and do they like the work? Are they proud of what they do?

• Secondly is customer satisfaction. You don't have a business without customers, but you've got to have employee engagement first.

• The third is cash flow. If you've got the first two right, you'll get the cash flow. If you don't, you won't. It's really that simple."

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Rescooped by Ian Berry from Personal Learning Network
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The Paradox of Deeper Learning: The Unlearning Curve

The Paradox of Deeper Learning: The Unlearning Curve | Change Champions | Scoop.it
Deep learning means that students may initially learn more while they understand less, writes Sam Dyson.

Via diane gusa
Ian Berry's insight:

I like the diagram. Change champions are always unlearning and engaging in deeper learning and application. The great unlearning happening in remarkable workplaces is the unlearning of people management, change management, and performance management, all oxymorons in my view.

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Ivon Prefontaine's curator insight, May 1, 10:39 PM

For something to be learned it replaces something. The challenge is we find it hard to let go of what we learned.

 

@ivon_ehd1

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CX Journey™: Tell Your Change Story

CX Journey™: Tell Your Change Story | Change Champions | Scoop.it
Communication is key to a successful organizational transformation. What's the one communication tool that leaders wish they used more often?
Ian Berry's insight:

Good article The quote at the end sums it up "Stories are the single most powerful tool in a leader’s toolkit." Howard Gardner I would add particularly when other people feel and see themselves in the story

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IBM Global Business Services - Making change work - United States

IBM Global Business Services - Making change work - United States | Change Champions | Scoop.it
Ian Berry's insight:

Well worth downloading this report not least for the graph on page 6 which clearly shows the great value of so-called soft skills in ensuring change initiatives succeed

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Rescooped by Ian Berry from the Change Samurai
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The dumb idea that people fear change

The dumb idea that people fear change | Change Champions | Scoop.it
There's a longstanding bromide in IT circles that people fear change, and a key activity for leaders is to mitigate that fear. Patrick Gray explores why this notion is completely misguided.

Via the Change Samurai
Ian Berry's insight:

We're all prepared to change. We just don't like feeling we're being forced to change by somebody else

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Anne Landreat's curator insight, April 28, 1:26 PM

And that's the reason why I am not working on so called "change resistance". Because the resistance nor the change are the problems. And trying to overcome resistance is exhausting and generally unfruitful, if not dangerous.

Working on all the things that might influence people to desire the change for themselves is way more interesting and rewarding.

 

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Ten Reasons People Resist Change

Ten Reasons People Resist Change | Change Champions | Scoop.it
Which ones are hurting your company?
Ian Berry's insight:

A good 10. See my 14 at http://www.ianberry.biz/leading-change/

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Rescooped by Ian Berry from Success Leadership
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To be a great leader, rethink your default behaviors

To be a great leader, rethink your default behaviors - IDEO Stories - Medium
Lessons learned from my year working with IDEO’s CEO Tim Brown

Via Richard Andrews
Ian Berry's insight:

a good 5 actions all the great leaders/change champions do

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donhornsby's curator insight, April 22, 12:11 PM

A great read. Please take the time to read this today...



(From the article): When it comes to leadership, humility is often perceived as weakness. That couldn’t be further from the truth. There are many ways to express humility — you might welcome feedback, admit mistakes, or simply treat others as equals. Your employees will view those as signs of strength, not weakness.

Ivon Prefontaine's curator insight, April 22, 9:19 PM

I worked for a principal who presented about IDEO as being what we needed for creativity amongst teachers. He rarely acted with humility, if ever. That would be a good starting point for each of us.

 

@ivon_ehd1

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Rob Kearney: leadership, meditation and family

Rob Kearney: leadership, meditation and family | Change Champions | Scoop.it
‘You are always trying to get these little one percenters from anywhere you can’
Ian Berry's insight:

The best are always seeking to better themselves while the rest compare themselves and get left behind

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Rescooped by Ian Berry from Transformational Leadership
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Transformational Leadership: Paradigm Shift or Incremental Change?

Transformational Leadership: Paradigm Shift or Incremental Change? | Change Champions | Scoop.it
A shift from a transactional to a transformational form of leadership in many organizations is revolutionary. The ROI? Improved safety performance.

Via Dr. Susan Bainbridge
Ian Berry's insight:

Big words paradigm and transformational. The later is an outcome of several transitions which start with a decision to change. The former is really about intention, feeling and thinking change which precede the behaviourial change that is key to the transitions from what is to what can be

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Miklos Szilagyi's curator insight, February 27, 3:50 AM

"...It will also require the great effort to live and be true to the new reality..."

 
Ivon Prefontaine's curator insight, April 18, 6:24 PM

Transforming leadership is more than change. Change can be just moving deck chairs around; while transforming is going beyond where we currently are.

 

 

@ivon_ehd1

Laura Saavedra's curator insight, April 19, 11:00 AM

Quite interesting...isn't it?

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Dan Forbes on Twitter

Dan Forbes on Twitter | Change Champions | Scoop.it
If You don't like where you are, CHANGE it. You are not a tree-J. Rohn. #LeadWithGiants #leadership pic.twitter.com/I900s1vKhG
Ian Berry's insight:

Great words from a wise man.

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Elaine Perry on Twitter

Elaine Perry on Twitter | Change Champions | Scoop.it
"Very often a change of self is needed more than a change of scene."

~ A. C. Benson #quote #leadership pic.twitter.com/qOVrZRy5vG
Ian Berry's insight:

Very true. All change is personal first.

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Rescooped by Ian Berry from What I Wish I Had Known
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Taking Action on Great Advice

Taking Action on Great Advice | Change Champions | Scoop.it
From his TED talks to his blog to his books, Seth Godin has said in no uncertain terms, I want you to steal my ideas. The problem is, very few of us actually do. This is a story about someone who did.

Via Anita
Ian Berry's insight:

Innovation is the successful implementation of ideas and so adaption and execution are what makes real leaders stand out

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Anita's curator insight, April 16, 2:26 PM

Many say ideas come and go and implementing those ideas is the center of power, influence, and profit.

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Change is not the goal. We reach our aspirations through alignment. - Dr. Peter Fuda

Change is not the goal. We reach our aspirations through alignment. - Dr. Peter Fuda | Change Champions | Scoop.it
The simplest way to increase the odds of a successful change effort is to stop talking about ‘change’ itself. Change is not the goal; the goal is the goal.
Ian Berry's insight:

I like the premise and agree alignment or shared-view as I call it is key. The paradox is thriving on the challenges of change.

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Rescooped by Ian Berry from Business change
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The 5 Requirements of a Truly Innovative Company

The 5 Requirements of a Truly Innovative Company | Change Champions | Scoop.it
No single innovation tool or method will deliver consistent, profitable breakthroughs, and neither will a hodgepodge of misaligned or poorly integrated practices. It takes a systematic approach to build a systemic capability—whether that is Amazon’s logistics prowess or the near-flawless service you receive as a guest at a Four Seasons hotel. So it is with innovation. Skills, tools, met­rics, processes, platforms, incentives, roles, and values all have to come together in one supercharged, all-wheel-drive, race-winning innovation machine.

So what are the parts of the innovation engine that most often get left out? Here’s our list of the top five:

Via David Hain
Ian Berry's insight:

Some good insights. In remarkable workplaces every day innovation is the norm and people are truly empowered like at Nordstrom, the US department store, where they have a rule "Use your best judgement at all times." and there are no other rules

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David Hain's curator insight, May 2, 5:02 AM

Lots of #innovation sense from Gary Hamel & Nancy Tennant

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The Intrapreneurial Dream - Human Resource Executive Online

The Intrapreneurial Dream - Human Resource Executive Online | Change Champions | Scoop.it
By Ian Gee and Matthew Hannell Intrapreneurship -- which describes employees who are doing things above and beyond their day job -- can be harnessed everywhere, from the smallest start-up to the largest multinational.
Ian Berry's insight:

There's no doubt we are experiencing the greatest entrepreneurial revolution in history and what's equally great about it is thatin remarkable workplaces it's happening inside organisations through employees at all levels hence intrapreneur

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Get the Changing What's Normal book

Get the Changing What's Normal book | Change Champions | Scoop.it
Changing What's Normal and the companion online vault is a package for you if you're wanting to let go the status quo when same is no longer serving you.
Ian Berry's insight:

Appreciate the 109 shares today particularly as getting my book means 12 people in need receive 3 nourishing meals and it also means membership of my Maverick Thinkers Studio for a year. All for $35! or even $27 via  http://www.ianberry.biz/shop There's a catch with this offer!

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Rescooped by Ian Berry from Coaching Leaders
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Navigating Change: A Leader's Role - Center for Creative Leadership

Navigating Change: A Leader's Role - Center for Creative Leadership | Change Champions | Scoop.it
The effects of change are felt up, down, and around our organizations. Change can be seen as positive or negative, exciting or demoralizing, vital or unnecessary, easy or difficult-often all of the above.

The role of mid- and senior-level leaders in making change happen is critical. Managers of teams, projects, departments, and functions are in a unique and powerful position. These are the leaders who must translate the vision of change from the C-Suite to the ground troops, help direct reports navigate the emotions of change and transition, and influence change agents to generate alignment and commitment for the change effort to be successful.

How can managers become better equipped to steer their organizations and their people through change?

Via David Hain
Ian Berry's insight:

I like the model on page 2 of the report It very well simplify's the difference between change leadership and change management.

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David Hain's curator insight, April 27, 7:33 AM

Useful! White paper from the Center for Creative Leadership on leading change effectively.

David Hain's curator insight, April 27, 7:54 AM

"To gain the desired results from a new direction, system, or initiative, organizations need the benefit of change leadership along with change management. " ~ CCL

Ron McIntyre's curator insight, April 27, 11:46 AM

I am a great fan of the Center for Creative Leadership and this article is representative of some of the ideas you will find there.

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Charlie Munger's 2015 Daily Journal Annual Meeting - Part 4 - Forbes

Charlie Munger's 2015 Daily Journal Annual Meeting - Part 4 - Forbes | Change Champions | Scoop.it
"The one thing that has surprised me all my life is how many people with high IQs do massively stupid things." - Charlie Munger
Ian Berry's insight:

Fascinating insights from a very wise man.

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Hindsight is 20/20: The Leadership Edition - Huffington Post

Hindsight is 20/20: The Leadership Edition - Huffington Post | Change Champions | Scoop.it
I believe this leadership evolution is admirable, and companies that apply these updated strategies are reaping the benefits.
Ian Berry's insight:

A good comparison of the difference between yesterday's leadership and today's superior version

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Are you ready to decide? | McKinsey & Company

Are you ready to decide? | McKinsey & Company | Change Champions | Scoop.it
Before doing so, executives should ask themselves two sets of questions. A McKinsey Quarterly article.
Ian Berry's insight:

A good checklist. Fake leaders make most of their decisions based on bias, Think politicians! Real leaders consider all viewpoints and then decide in the best interests of the common good. A good way I have found to view this is compromise is usually a mediocre solution whereas as co-promise requires work yet results in better decisions

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Authentic Change (Part Six) Simplify and then keep it simple!

Authentic Change (Part Six) Simplify and then keep it simple! | Change Champions | Scoop.it
My journey in life has allowed me to explore many ways of thinking, both complex and simple, but I must say I do prefer the simple ... Einstein said "Any fool can complicate things but it takes a g...
Ian Berry's insight:

Like the Einstein quote and the last sentence

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Leadership Blindspot (change)

Ian Berry's insight:

a good 7 minutes. What's the difference between how you see yourself and others see you? is a great leadership/personal development question and the exercise suggested here is a great one

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Rescooped by Ian Berry from Coaching Leaders
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The best part of leading!

The best part of leading! | Change Champions | Scoop.it

The best part of leading is bringing out the leader in others. @BTreasurer


Via David Hain
Ian Berry's insight:

I love David Hains insight. Helping people to discover their gifts (talents) and then enhance them is the number one role of leadership

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David Hain's curator insight, April 17, 4:07 AM

If you can't see in others what they can't see in themselves, you'll fnd it hard to #lead!

Ron McIntyre's curator insight, April 18, 1:15 PM

Very eye opening statement. If this is not your desire in leading then perhaps you shouldn't be leading! Food for thought!

Roy Sheneman, PhD's curator insight, April 21, 6:33 PM

This is powerful....

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How to beat the transformation odds | McKinsey & Company

How to beat the transformation odds | McKinsey & Company | Change Champions | Scoop.it
Transformational change is still hard, according to a new survey. But a focus on communicating, leading by example, engaging employees, and continuously improving can triple the odds of success. A McKinsey & Company article.
Ian Berry's insight:

I like the 24. I particularly like "Lead, don't manage" and "Focus on people, not on the project." Transformation is the goal, it's an outcome. The key is to focus on the the transition steps

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My 3 Words for 2015 - chrisbrogan.com

My 3 Words for 2015 - chrisbrogan.com | Change Champions | Scoop.it
Since 2006, I’ve been inviting people to shift how they approach their year and how they frame their goals and intentions. I created the “My 3 Words” exercise because most resolutions aren’t especially helpful. We decide something vague like “I’ve gotta get in shape” or “I’ve gotta quit smoking” or “I need to make more …
Ian Berry's insight:

Love the premise of this and it is worked well for me this year. My three words are simplification, embedded, and legacy. If you'd like to explore what these mean for me please get in touch. Might be a springboard conversation for increasing your own performance and impact.

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