Change Leadership Watch
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Crowdfunding Phenom: Kickstarter CEO Yancey Strickler on Success, Copycats, and 'Broken Promises'

Crowdfunding Phenom:  Kickstarter CEO Yancey Strickler on Success, Copycats, and 'Broken Promises' | Change Leadership Watch | Scoop.it

The crowdfunding model is now a mini-cottage industry, thanks to Kickstarter, and yes, he's been spoofed by 'South Park.'

Excerpts:

...When did the concept of crowdfunding first click for you?

In 2005. I had these artist and musician friends with day jobs that they hated, but they couldn’t afford to just do art or music. There’s a widespread assumption that creative things just magically happen, and they don’t. Creation requires funding.

    

....(order changed)  Today, millions of people use the site each day, adding up to a daily average of $1 million in pledges (some 70,000 campaigns have launched on the site). 

      

...Are there plans to grow the staff?

Actually, no. I think we’ll get to 100 people, but not much beyond that in the near future. Being a small company [means we are] light on costs, and I like the scrappiness of trying to accomplish a lot with a little. There’s far more shared ownership with a small team.
     
...Are you threatened by ...copycat competitors?

I’ve always known others would copy our idea, but to be honest, we’ve always been the strongest product. ....and for most of our measurements -- dollars pledged, site visitors, project supporters -- there’s a huge gulf between us and the rest of the field.

 

Deb Nystrom, REVELN's insight:

FOR THE WIN:  Spot on great ideas, carried to full implementation and sustained in good faith, with some bumps in the road. Overall good ideas, good will and smart business practices will win the day, says I.   As an consultant, there's a lot to like about Kickstarter, including my favorite value in the work world, "choice."  We have a lot that is industrial age about our still new, burgeoning information age.  Fortunately, Kickstarter the concept, and the reality, is not one of them.

I've also included crowdfunding and crowdsourcing as a community building, ownership trend that field of Organization Development (OD), among others, is ignoring in a digital chapter on its way to publication for Wiley for Practicing OD, 2015 edition.

 

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Women CEOs and the Glass Precipice: New Research on Why

Women CEOs and the Glass Precipice:  New Research on Why | Change Leadership Watch | Scoop.it

Carly Fiorina, forced out. A MERE 5% of the chief executives of the world’s biggest companies are women. And they are more likely to be sacked than their more numerous male colleagues: 38% of the female CEOs who left their jobs over the past ten years were forced to go, compared with 27% of the men. 
     
In the Strategy& study, the clumsy new name for Booz & Company, 35% of female CEOs are hired from outside the company, compared with just 22% of male ones.

  • Outsiders generally have a higher chance of being kicked out, 
  • Generate lower returns to shareholders
  • Outsiders are less likely to have a support network of friends who can rally around when times get tough. 
         

Carly Fiorina, dropped as HP’s boss in 2005, made things worse by inviting such publicity. But the same is not true of, say, Ginni Rometty, the lower-profile boss of IBM (promoted from within the company in 2012), who is under fire over the firm’s performance.


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Deb Nystrom, REVELN's insight:

The change leader implication, as described in the article, is the call to action on 1) developing the leadership pipeline for female future CEOs,  2) helping diminish raiding due to scarce supply, which tends to be counterproductive for women's careers anyway, and 3) increasing success by having more women available to promote from within.  ~ Deb


Also posted to Careers and Self-Aware Strength.

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Deb Nystrom, REVELN's curator insight, May 6, 2014 9:11 AM

This is a useful gender perspective on leadership development and, as the article concludes, a call to action on 1) developing the leadership pipeline for female future CEOs,  2) helping to prevent raiding because of scarce supply, (and it's counterproductive anyway, the research suggests) and 3) increasing success by having more women to promote from within.  ~  Deb

Tamkin Amin's curator insight, May 15, 2014 5:03 PM

hmmm... I find this interesting.

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Why GM’s Mary Barra Got the CEO Job

Why GM’s Mary Barra Got the CEO Job | Change Leadership Watch | Scoop.it

Barra will become GM’s fifth CEO in less than five years. She now has the opportunity to prove that a GM-lifer can indeed force radical and lasting changes at the automaker. If she can push departments to revamp and think progressively, she will surely be labeled as a transformational CEO.

She has experience in every facet of the organization including European operations and successful product launches including the Cadillac ATS, CTS, and Chevrolet’s Stingray and Malibu.

Automotive sales are continuing to rebound and hit levels that we haven’t seen since 2007 but competition is stiff. Product is king and Barra’s latest post proves she has the chops to propel GM forward.


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Deb Nystrom, REVELN's insight:

How will it work out for a new leader?   Time will tell, quickly, if JCPenny is any indication.  A gender-less look at revamping a hide-bound traditional organization could be useful.  GM was the learning lab for the legendary late Peter Drucker.  He knew was was and wasn't working in multi-national corporations back in the day.  ~  D

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Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket

Workers fight for culture, wages and win: Demoulas, reinstated as CEO, Market Basket | Change Leadership Watch | Scoop.it

Boston Herald: TEWKSBURY, MA — Arthur T. Demoulas was reinstated as CEO late last night after a two-month standoff over his firing that saw rank-and-file workers walk off their jobs and customers jump to competitors in protest — thanked his workers this morning, hours after his historic purchase of the company.

   

______________

  

“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life.” ~ Arthur T. Demoulas, reinstated CEO, Market Basket

______________

      


"You are simply the best,” Demoulas said …There is very little I can ever add to your brilliant work…and the power of your enduring human spirit over the past six weeks.”

    

Early this morning, a massive fleet of delivery trucks lined up ready to roll and hundreds of ecstatic employees reported to work for the first time in weeks....heralding the return of a boss they said had provided generous pay and benefits and a culture of respect for workers.


“You taught everybody that Market Basket is a place where respect, honor and dignity is a way of life,” Demoulas told his workers. “You displayed your unwavering dedication and desire to protect the culture of your company...You have demonstrated that everyone has a purpose....that no one person holds a position of privilege.”

   

The chain employs 25,000 workers in Massachusetts, Maine and New Hampshire.  [It was worth] $4 billion before Arthur T.’s June 18 firing touched off a customer boycott and employee walkouts.  [It] racked up millions in losses and shelves were left empty due to a halted supply chain.

   

Demoulas said he hopes to take less than two weeks getting shelves restocked and stores back to some semblance of normalcy.


Click the title or photo to see the full story.

    

Related posts by Deb:

    

Revelation, Leadership Integrity at All Levels

    

Company Priorities Reveal People Values and Forecast Long Term Profitability

      

6 Steps Beyond Industrial Age Performance Appraisals

    

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

   

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

        

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
Deb Nystrom, REVELN's insight:

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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Deb Nystrom, REVELN's curator insight, August 28, 2014 12:49 PM

I haven't heard of a worker celebration like this since Henry Ford doubled wages and in effect, created middle class prosperity. Maybe more companies will take notice of employee ownership successes like these, also like Costco and Zingerman's in Ann Arbor.

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3 Innovative 2014 Leadership Trends featuring Fred Keller, CEO of Cascade Engineering, B Corporation leader

3 Innovative 2014 Leadership Trends featuring Fred Keller, CEO of Cascade Engineering, B Corporation leader | Change Leadership Watch | Scoop.it

What innovative leadership methods are being taught in business schools and implemented by CEOs in 2014? Here are three: 1) unlocking hidden strengths, 2) giving second chances and 3) implementing democracy.
 

Excerpts:
 

1. Unlocking hidden strengths


A good example …is in the leadership style of Whole Foods co-CEO Walter Robb. "He draws on individuals' strengths in a way that is firm yet deferential and open," White says. "He's able to be collaborative but is also clear in his directions."



 _________________
   

… it hasn't been easy…{but] guess what? …it made our culture more positive throughout...

and it turns out to be good for business."
   

_________________

 

2. Giving second chances
 

Fred Keller, founder and CEO of Grand Rapids, Michigan-based plastics manufacturing company Cascade Engineering, has led his multimillion-dollar business based on a quote from 18th-century theologian and social reformer John Wesley: "Do all the good you can."
       

Cascade is the largest manufacturing business certified as a B Corporation, which means it has made a commitment to solving social and environmental problems and meets a lengthy set of performance, accountability, and transparency standards.

      

Keller and Cascade's signature program is "Welfare to Career," where the company brings aboard people who have been on government assistance for long periods. Keller says the program has saved the state of Michigan millions of dollars by getting people off the welfare rolls.

     

… it hasn't been easy…{but] guess what? …it made our culture more positive throughout for everyone. And it turns out to be good for business."



______________
   
….. our employees feel like they contribute more than they ever did at other companies and are a part of a big story."

    

______________



   

3. Implementing democracy


Avinoam Nowogrodski, CEO of project-management software company Clarizen, says the command-and-control style of leadership popular in decades past doesn't work for today's business environment. "People want a voice, people want to participate, and this requires democratic principles," he says.


….. our employees feel like they contribute more than they ever did at other companies and are a part of a big story."

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Deb Nystrom, REVELN's insight:

These three stories illustrate the changing nature of leadership from the last millennium.  Highly engineered, inflexible, bureaucratic systems are giving way to more systemic, humanistic systems with emphasis on strengths, community and national values, vs. the tunnel vision values of the profit focus of the last century.   ~  Deb

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Deb Nystrom, REVELN's curator insight, February 1, 2014 12:16 AM

The largest B Corporation in the USA is Frank Keller's company, Cascade Engineering.

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Netflix CEO posts a growth Facebook status update, Social Media Power and Transparency

Netflix  CEO posts a growth Facebook status update, Social Media Power and Transparency | Change Leadership Watch | Scoop.it

It’s quite telling that, after the SEC cleared CEO Reed Hastings’ Facebook post in April, the lede to the Wall Street Journal’s story read, “CEOs of the world, start tweeting.”


Instead of discussing the penalties Hastings could have faced or introducing more social media fears, WSJ’s angle essentially charged executives with a new job requirement: social media.

Deb Nystrom, REVELN's insight:

CEO Hastings Facebook post, “monthly viewing exceeded 1 billion hours for the first time ever," was on the line for SEC violations.  

He dodged that bullet and in doing so, he may be ushering in mainstream social media  communication with customers, employees, and partners, and ....shareholders.  


It's the conversation, baby! ~  D

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