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Change Leadership Watch
How change happens and who is leading it.  For the BEST of the BEST curated news SUBSCRIBE to our monthly newsletter via  Reveln.com/Tools/ (We never SPAM!)
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New Approaches on the Fed Fast Track: Did Charles Evans Save the Recovery?

New Approaches on the Fed Fast Track: Did Charles Evans Save the Recovery? | Change Leadership Watch | Scoop.it
Chicago Fed president Charles Evans has gone from dissenter to intellectual leader in just a year. The future of the recovery might be at stake
Deb Nystrom, REVELN's insight:

When a post features statements like this, " just a year later, the Fed has fully embraced the so-called Evans rule by linking interest rates to the unemployment rate." - it's time to take notice of what captured minds, as well as hearts and the hands on the wheel of interest rates change."  ~  D

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Cautionary Change Leader Tales: Seven Habits of Spectacularly Unsuccessful Executives | Forbes

Cautionary Change Leader Tales:  Seven Habits of Spectacularly Unsuccessful Executives | Forbes | Change Leadership Watch | Scoop.it

Yes, there's room for change leaders to "spot these behaviors and  stamp them out from your own"  and your team's repertoire.


These traits can be found in the leaders of current failures like Research In Motion - Blackberry makers, (RIMM.)


They are also cautionary tales for currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).


Consider the change implications and hubris of these traits:


Habit # 1: They see themselves and their companies as dominating their environment    


(DN:  Can any one leader dominate anything these days?  Rugged individualism is dead.)



Habit #3: They think they have all the answers  (DN:  Again, individualism is dead.)


  • CEO Wolfgang Schmitt of Rubbermaid was fond of demonstrating his ability to sort out difficult issues in a flash. In one discussion about a particularly complex acquisition, Wolf, without hearing different points of view, just said, ‘Well, this is what we are going to do.’”
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  • Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this,  hope the answers he comes up with are ...the right ones.

  • For Rubbermaid they weren’t. The company went from being Fortune’s most admired company in America in1993 to being acquired by the conglomerate Newell a few years later.

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them  (DN:  Resistance is a resource.  So, oh oh.)


  • It’s both unnecessary and destructive.
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  • By eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters.
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