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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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Chipotle Leadership Looks Within, Using Generation Flux's Secret Weapon

Chipotle Leadership Looks Within, Using Generation Flux's Secret Weapon | Change Leadership Watch | Scoop.it

Chipotle has distinguished itself from the Burger Kings and McDonald's of this world by relying on "naturally raised" meat that is antibiotic- and hormone-free, by dropping trans fats from its cooking before doing so was in vogue, and by offering organically certified beans and avocados. ...Other chains reheat frozen items in a mechanized system. At Chipotle, Ells points out, "we're actually cooking. If you walk into the refrigerator, you'll see fresh onions and peppers and raw meat that isn't tenderized or treated in any way."

Excerpted:   That mission drives Chipotle's sales and marketing..  When Chipotle's ad agencies couldn't find a way to make "food with integrity" a compelling sales proposition, Ells dumped them and brought marketing in-house. Now the company is winning industry awards, and building valuable customer loyalty, through campaigns such as The Scarecrow. The online video and game about farmers and fresh food has become a best seller on the App Store, downloaded nearly 700,000 times [and]  has fueled Chipotle's growth. The company now has some 1,700 stores, up from 1,350 two years ago; revenue is $3.6 billion, up more than $1 billion over the same time; and Chipotle's market cap doubled to a whopping $21 billion.

   

Steve Ells and Chipotle are hardly alone in embracing what Ells calls a "loftier" vision for the enterprise. "...another renegade CEO declared... his frame for decision making was moral: "We do things because they're just and right." This emphasis on social goals over financial performance seems almost revolutionary—and yet the renegade is none other than Tim Cook of Apple, CEO of the most valuable company in the world.
 

[As for]... Generation Flux, [they are the] people best positioned to thrive in today's era of high-velocity change. Fluxers are defined not by their chronological age but by their willingness and ability to adapt, ...defining where business and culture are moving. ...Purpose is at the heart of their actions... [not] social service. ...Mission..allows them to filter the modern barrage of stimuli, to motivate and engage those around them, and to find new and innovative ways to solve the world's problems. ….Businesses that find and then live by their mission often discover that it becomes their greatest competitive advantage.

Deb Nystrom, REVELN's insight:

Purpose and Generation Flux are central concepts to values centered, purpose driven and highly successful companies and more companies, who have this at their core as they grow, are finding success.  Those who do not will not be able to change or adapt to it later.    ~  D

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Turning around the Philips top team with soft skills savvy | McKinsey

Turning around the Philips top team with soft skills savvy | McKinsey | Change Leadership Watch | Scoop.it

A case study of change at Philips illustrates the importance of the “soft stuff.”

   

Pieter Nota: For [many] reasons, the [top] team was insecure and couldn’t understand why things were going so badly. The top-team survey we did in May 2011, in preparation for our first off-site meeting, exposed some of the challenges—...how misaligned we were on the direction of the business, the poor quality of our discussions, the lack of trust, the lack of confidence in our ability to implement strategy, and the perception that we were ineffective at making change happen.


________________________
   
...everyone got to the point where they could decide whether they wanted to be in or not...a pivotal moment.

________________________

      

     
The Quarterly: How and when did you go about starting to rebuild the team?
    
Pieter Nota: I...I think our first big off-site meeting—in May 2011, at Huizen, in the Netherlands—was significant. ...we put the issues on the table. Two things remain clearly etched in my memory.

    

  • One is a no-holds-barred conversation on team loyalty, which emphasized the importance of our values, our core purpose, and the essential notion of trust. 

      

  • The second is the introduction of some critical new thinking on how to improve the quality of our operations and implementation capabilities.

     
...I knew that I did not have all my team members on board and that this needed to be addressed. Even after my predecessor had gone, some who had been in his very close circle were continuing to have conversations with him. During the opening of the off-site meeting, this topic had already come up. We ended up spending three hours talking about the past, clearing the air, and gaining a better understanding of each other. At the end, everyone got to the point where they could decide whether they wanted to be in or not. That was a pivotal moment.
     

Related change posts by Deb:

                                                   

    

     

         
  • Stay in touch with the monthly Best of the Best news, taken from Deb's  9 multi-gold award winning curation streams.  Preview it here,via REVELN Tools.

 

Deb Nystrom, REVELN's insight:

Asking "what's working" and "what's not" is where it began.  This Phillips leader also knew how to communicate and prepare, including setting up an crucial off-site meeting to rebuild and renew the top leadership including a  'pivotal moment" of trust building and commitment among the top team's leader.  This gave them thinking time and space, "slow is fast" to allow them to let go of their legacy leadership and embrace the new strategy and vision, or choose to be somewhere else.
    
Soft skills are always a central part of change leader excellence.

~ Deb

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Regal Wisdom: After 80, some people don’t retire. They reign

Regal Wisdom: After 80, some people don’t retire. They reign | Change Leadership Watch | Scoop.it

Photo: Carl Reiner, actor, 92, at his home in Beverly Hills

   

Excerpts:

The portraits here are of men and women in their 80s and 90s, rich in the rewards of substantial and celebrated careers… Why do they persist, the old masters? …The short answer: “Depend upon it, sir, when a man knows he is to be hanged in a fortnight, it concentrates his mind wonderfully.” ~ Dr. Samuel Johnson

    

Examples:

      

Edward O. Wilson, naturalist and author, 85

  

NYT: You are the world’s foremost expert on ants, and now you’re asking about the meaning of human existence and the future of humanity. Has growing older pushed you to these bigger questions?

    

EW: I couldn’t have asked these questions before. I was too engaged in the hands-on research, especially in the field.

     

NYT: So how has age contributed to your more recent books?

I think age contributed a great deal to [his] recent trilogy of books. First because I feel I have enough experience to join those who are addressing big questions. Second …I was astonished at how little this was being done. I’ve come to appreciate that we’re wrecking the planet… The public response …[has] been unacceptably weak.

       

Ginette Bedard, long-distance runner, 81, Howard Beach, Queens.

Bedard will run in her 12th consecutive New York City Marathon this year.

     

NYT: You ran your first marathon at age 69. How did you do?

    

GB: I came in second in my age group, I think 65 to 69, and the next year I came in first. And I think I was 72 when I beat the world record for my age group, 3:46 or :45.

     

Carl Reiner, actor, 92, Beverly Hills, Calif.

Reiner published his second memoir, ‘‘I Just Remembered,’’ this year.

    

NYT: Has the process of writing for you changed?

      

CR: It has not changed. I still only write from the gut, I can only write about what I know. The only thing I research is if I’m writing about someone I don’t know. Thank God for Google. Otherwise I go by the seat of my pants

   

Roy Haynes, jazz drummer and bandleader, 89, Long Island. Haynes’s latest album was ‘‘Roy-Alty,’’ released in 2011.

    

NYT:  You travel a lot, and it sounds as if you have no intention of slowing down.

     

RH:  I’ve been traveling since 1945. …drumming’s just a continuous way of life. And it’s still going on. I’ve been doing this longer than I’ve been doing anything else.

    

NYT:  What keeps you going?

   

RH:  You get to be this age, you think you know a little more about life. With my traveling around, it’s quite exciting, and I’m sure it keeps me young. A lot of the people I play with are much younger than me. Young enough to be my children or my grandchildren. People say I look young. The average person if they asked how old I was wouldn’t expect me to be the age I am.

          

NYT:  But how do you maintain your stamina?

        

RH:  I don’t know. If I knew, I’d just write a book on that and forget playing drums. I’d become richer.

      

Related posts by Deb:

     

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

    

Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems

     

 Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!

    

• Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.

           

As always in REVELN ScoopIt news, click on the photo to see the full post.

     

 

Deb Nystrom, REVELN's insight:

Learning from our elders, vibrant and accomplished, is a good way of also preparing for the future.  It is notable that the arts are well represented here, and in that, art is life.  ~  Deb

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The Ways Big Cities Think and Successfully DO Large-Scale Change

The Ways Big Cities Think and Successfully DO Large-Scale Change | Change Leadership Watch | Scoop.it

"Change on a grand scale ... is hard, but it’s not impossible."   Living Cities, a long-standing collaborative of 22 of the world’s leading foundations and financial institutions, created the Integration Initiative to accelerate the pace of change in U.S. cities.

     

We worked with five cities tackling seemingly intractable challenges such as urban revitalization in Detroit and education and health in Newark.
       

Get the right players to the table.    ...We asked cities to start from the results that they wanted to achieve, and then to determine who needed to be at the table in order to achieve them. Often, this meant bringing people together who were not used to working together.

     

We saw the greatest success when ….strong chairs who had credibility in multiple sectors, were willing to push the group to prioritize, and were committed to changing how their own institutions worked in order to push others to do the same. …achieving their goals required significant behavior change from multiple players who didn’t necessarily see themselves as part of the same systems even though they served largely the same families and neighborhoods. 

       

For example, …a school superintendent and the head of a community development bank …both play an important role in connecting underserved communities to jobs and essential services such as education, training, child care, health care and housing, and ensuring that those opportunities exist in the first place.

      

Also:    Reimagine roles.    …challenge long-held orthodoxies that can limit progress….

         

Build, measure, learn, and declare.     …The most successful cities have adopted a lean “build, measure, learn” approach. They use data to measure, in real time, whether their indicators are trending up, learn whether their approaches are working and then stay or change course as needed.


Deb Nystrom, REVELN's insight:

From the article, "Large scale change takes on new meaning when it involves large cities and "bringing people together who were not used to working together."   Yep.  The article highlights new  perspectives by those who find they are serving "largely the same families and neighborhoods."  
          
Via  these two cities, there are some additional lessons learned:

       

Detroit & Vegas – A Tale of Two Cities as Our Comeback Kids


~  Deb   

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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, 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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Transform from Industrial Age Design: BetaCodex - Turn Your Company Outside-In!

How to build a devolved cell structured organization and leave the old, slow and bureaucratic structures behind.

As always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

       

Related tools & posts by Deb:

         

                

          

     

       

  • 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:

The Beta Codex network has the thinking and design that will help us finally leave old command and control structures, individualistic thinking behind.  Scientific management had its day, back in the 1950's in wide open economic markets.  In competitive, global, digitally powered, high speed markets, hierarchy is so last century.   It's time to change to agile, cellular design that is as adaptable as the next mobile phone operating system.  ~  Deb 

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Compensation Bloat? University of Michigan faculty question administrator pay in open letter

Compensation Bloat?  University of Michigan faculty question administrator pay in open letter | Change Leadership Watch | Scoop.it

An open letter to University of Michigan's Board of Regents from about a dozen of the school's faculty criticizes the school's administrative pay and bonus system. "The University is in desperate and urgent need of fiscal reform." 


____________________
   
The authors argue that U-M is not transparent about its pay supplements...some administrators received...in excess of $50,000.

     

____________________


The authors argue that U-M is not transparent about its pay supplements, and that they are an unwise use of money from the general fund. Data obtained by the professors show that some administrators received salary supplements in excess of $50,000.

  

...Anthony Mora, a history professor who helped author the letter, said that while it's reasonable executive officers have higher compensation that most staff, U-M's compensation rates for those officers are between 27 and 41 percent higher than the rates' of administrators at peer institutions such as Berkeley, Texas and Virginia, according to a review done by the faculty.
 

"We want to have an open and candid discussion about the university's resources," Mora said. "I don't see this as an effort to be adversarial with the administration. I think people in the administration are genuine when they say they care about the university. But I do think there's an opportunity here for the faculty and the administration to work together."

Related tools & posts by Deb:

         

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.

       

              

  

 

Deb Nystrom, REVELN's insight:

Several faculty have taken up the gauntlet to question escalating costs - starting with higher education administrative bonuses.  Executive bonuses may no longer be taken for granted with such moves as these, perhaps prompted by the poorly planned, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  which, incidentally, did NOT include the faculty voice in its cost cutting planning.


It also involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices, and perhaps stepping higher education back to a bigger picture of where the value generation resides and how it needs to be valued today.   ~  Deb

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Deb Nystrom, REVELN's curator insight, April 25, 3:59 PM

The escalating costs of higher education may no longer be taken for granted with such moves as these from the core of  the university system, the faculty.

The article also referenced the initially poorly implemented, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  that did not include the faculty voice in its cost cutting planning and involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices.   ~  Deb


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A new Structure, a new Culture at Microsoft. Why They May get Things Really Right

A new Structure, a new Culture at Microsoft. Why They May get Things Really Right | Change Leadership Watch | Scoop.it

"One Microsoft" is a good example of a strategy that meets today's challenges. Success will come from a HR innovation and cultural transformation, (DN) if they can make it work.


__________________________
     
What is a system favoring careerism worth if it’s to the detriment of the rest of the company, of customers, of stakeholders ? Nothing. 

__________________________

       

“One strategy, One Microsoft” : that’s how Steve Ballmer explained the urgency to move to a product based organization to a function based one involving all product lines in a cross-organization approach.


...The move from a divisional organization to a functional one is everything but easy. 

   

What is a system favoring careerism worth if it’s to the detriment of the rest of the company, of customers, of stakeholders ? Nothing. On the other hand a functional organization is customer and solution driven rather than product driven.


...there’s no better way to kill collaboration, cross-silos work and even innovation than strictly allocating resources on a silo-based fashion.

In short a divisional organization measures its own success, even to the detriment of customers and stakeholders, a functional one measures its success to the value and benefits it creates for others.


The full post is here.



Related tools & posts by Deb:

         

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.

       

              

  

Deb Nystrom, REVELN's insight:

If they can make it work, it will be one of the biggest change and culture success stories of the decade.  The careerism quote above is a gem.  Time and customers will tell.  ~  D

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Comcast’s deal with Netflix makes network neutrality obsolete

Comcast’s deal with Netflix makes network neutrality obsolete | Change Leadership Watch | Scoop.it

Netflix has agreed to pay Comcast to deliver traffic to Comcast subscribers.


...Recent developments are putting the Internet's decentralized architecture in danger.


___________________________________
   
...policing whether different pipes are equally good is a much harder problem than requiring ...traffic in a single pipe be treated the same. 

___________________________________



In recent months, the nation's largest residential Internet service providers have been demanding payment to deliver Netflix traffic to their own customers.

   

  • On Sunday, the Wall Street Journal reported that Netflix has agreed to the demands of the nation's largest broadband provider, Comcast. The change represents a fundamental shift in power in the Internet economy that threatens to undermine the competitive market structure that have served Internet users so well for the past two decades

    

...in a world where Netflix and Yahoo connect directly to residential ISPs, every Internet company will have its own separate pipe. And policing whether different pipes are equally good is a much harder problem than requiring that all of the traffic in a single pipe be treated the same. 


Related tools & posts by Deb:

    

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.
Deb Nystrom, REVELN's insight:

As Betty Davis famously said in the movie, All About Eve, "Hold on, it's going to be a bumpy night."  ~  D

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Deb Nystrom, REVELN's curator insight, February 26, 2:41 PM

This is a game changer for anyone connected to digital, online media and TV, which is most of us.  It's also a great example of disruption in the market. ~ D

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Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine

Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine | Change Leadership Watch | Scoop.it

In trying circumstances, Guo Pei, now one of China's top fashion designers, became famous for her extravagantly made gowns that are close to perfection.


In 1997, she established Beijing Rose Studio, which made her the pioneer of Chinese Haute Couture.

In an exclusive interview for Fashion Studio Magazine, Guo Pei discusses the Chinese fashion market and her successful journey as a couture designer. She also talks about her unique approach to fashion design and reveals some of her ambitious plans for the future.

Deb Nystrom, REVELN's insight:

Fast Company selected Guo Pei as one of their 2014 Innovative Company award winners.  She's in the top 25 on the list for reviving the art of Chinese embroidery and craftsmanship. ~  D

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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."

Related tools from Deb:

 

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, 12:16 AM

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

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What is a Bitcoin, Besides Being Complicated? Try Virtual Finance 2014.

What is a Bitcoin, Besides Being Complicated? Try Virtual Finance 2014. | Change Leadership Watch | Scoop.it

Bitcoin and cryptocurrencies are complicated.  ...bitcoin is the rabbit leading us further down into the rabbit-hole.

     

A BitCoin is a complex digital product that is not legally currency but used as currency and is exchanged for "ordinary income," so there are therefore, tax implications.

 

....If regulators choose to attempt to shut it down, they will only push innovation overseas, possibly to China where already companies like Baidu accept it.


Related posts & tools by Deb:


Deb Nystrom, REVELN's insight:

I've paraphrased the direction of the article and scooped it here, in  Change Leadership Watch for three reasons:

1) Welcome to World 2014.   We chose what in the virtual world will become real.   Bitcoins and digital currency don't have legal standing as currency, except that people are quite actively using them as currency.  If income is earned, even if it isn't legally seen as currency, it is taxable and deductible.


2)  Bitcoin is connected to the famous Winklevoss twins, as mentioned in the film, "The Social Network" (juicy quote in the PS below.)  For all the kvetching about Facebook, WHO, in the USA, hasn't been touched by this social media giant's influence and marketing reach?  If you have a cell phone, developing nations are included in not only Facebook's reach, but perhaps ANY digital business.


3)  The Wild West side of finance is not disappearing anytime soon. Regulation will simply define where it will find a home somewhere on the globe.  Read the last statement excerpted above as the example.  Shut down USA use = shift to China or <fill in eager country here.>


PS:  Here's the quote:   Tyler Winklevoss: We can do that ourselves [beat up someone who stole their intellectual property.] I'm 6'5", 220, and there's two of me.

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Executive Privilege & Power and Change Management, Facing Extinction?

Executive Privilege & Power and Change Management, Facing Extinction? | Change Leadership Watch | Scoop.it

Those in hierarchical positions of power have much to lose...[in a] redefined social contract that redistributes status...


Gail's 3rd post in a series about change in change management:

Organizations are ....dipping their toes into enterprise collaborative platforms that encourage symmetrical interactions and reduce hierarchy.


Technology tools like social media and gamification are unlocking this power by providing platforms that scale and enable dialogue.


This tentative tapping and experimentation with the speed of information sharing, clarification, engagement, and momentum is both exhilarating and threatening to many.


As we .... learn how to ride the vast waves of information [via]... desktops, we are evolving new cultures and new social contracts with each other.


Deb Nystrom, REVELN's insight:

Might the ever widening chasm of executive power and compensation collapse on itself?  It seems possible when reading Gail's series about change management, power, hierarchy, transparency and social connection.

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WinCo, ‘Walmart’s Worst Nightmare’ Is Expanding Massively

WinCo, ‘Walmart’s Worst Nightmare’ Is Expanding Massively | Change Leadership Watch | Scoop.it
Both Walmart and Costco have reputations for operating stores with minimal staffing—an obvious cost-saving tactic—and WinCo also tries to maximize efficiency in terms of hires and employee hours. While Walmart doesn’t have a particularly good reputation in terms of hourly wages or an ability to keep workers for the long haul, Costco is known to pay workers well, provide good benefits, and, by no coincidence, have great customer service thanks to the fact that employees who stick around for years and obviously want to keep their jobs. Likewise, few WinCo employees complain about their gigs. The company is employee owned, each owner (worker) is entitled to a pension, and health benefits are provided to anyone working at least 24 hours per week.


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Deb Nystrom, REVELN's insight:

Keep an eye on this company.  Let's see if they can make make it work with expansion.  As a "good business" company, it is encouraging if they can model sustainable livelihood for workers and including pensions and health benefits.

We needs more of these types of companies to turn the tide of increasing poverty in the USA.   ~  Deb 

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Pope Frances, Listed as #1 in Fortune's World's 50 Greatest Leaders

Pope Frances, Listed as #1 in Fortune's World's 50 Greatest Leaders | Change Leadership Watch | Scoop.it

#1, Pope Francis has electrified the church and attracted legions of non-Catholic admirers by energetically setting a new direction. He has refused to occupy the palatial papal apartments, has washed the feet of a female Muslim prisoner, is driven around Rome in a Ford Focus, and famously asked "Who am I to judge?" with regard to the church's view of gay members.
     
He created a group of eight cardinals to advise him on reform, which a church historian calls the "most important step in the history of the church for the past 10 centuries."  ... S
gns of a "Francis effect" abound: In a poll in March, one in four Catholics said they'd increased their charitable giving to the poor this year. Of those, 77% said it was due in part to the Pope.

   

Others on the list, excerpted:

    
#2 Angela Merkel, 59, Chancellor, Germany, may be the most successful national leader in the world today. She is the leader of the European Union, which as a whole is the world's largest economy, and Merkel has held that position for almost nine years. She played the lead role in managing Europe's debt crisis, keeping the EU intact while setting even Greece on the road to recovery.

       

#3 Alan Mulally, 68, CEO, Ford Motor Co.  Ford's miracle worker saved the company without resorting to bankruptcy or bailouts by doing what previous leaders had tried and failed to do: change Ford's risk-averse, reality-denying, CYA-based culture. After earning $7.2 billion of profit last year -- far more than General Motors  GM -0.25%  or Chrysler -- the company paid its 47,000 UAW workers a record $8,800 each in profit sharing.

     

#4 Warren Buffett, 83, CEO, Berkshire Hathaway, leads 300,000 employees with a values-based, hands-off style that gives managers wide leeway and incentivizes them like owners. The result is America's fifth-most-valuable company.
   

Also on the list of 50:

Bill Clinton, 68, Founder, The Clinton Foundation
Aung San Suu Kyi, 68, Chair, National League for Democracy
Gen. Joe Dunford, 58, Commander, U.S. Forces, Afghanistan
Bono, 53,Lead singer, U2
Dalai Lama, 78, Spiritual leader of the Tibetan people
Jeff Bezos, 50, CEO, Amazon.com

 

         

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Deb Nystrom, REVELN's insight:

The full list of 50 is worth a review even though it came out this past March.  Most of these change leaders will stand the test of time. As of November 2014, the #1 spot of Argentine Pope Frances, who exemplifies change leadership, with influence far beyond several billions of Catholics worldwide.  Ex-Catholics, if it were a denomination, would be the third largest group, and yet his message carries further to so many more of the world's citizens.
     
My half Argentine heritage speaks  to one thing I know of many Argentines, including Pope Frances ~ they are challengers.

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KSU prez gives up $90K of his own salary to give lowest-paid employees a raise

KSU prez gives up $90K of his own salary to give lowest-paid employees a raise | Change Leadership Watch | Scoop.it
"This is not a publicity stunt," he said. "You don't give up $90,000 for publicity. I did this for the people. This is something I've been thinking about from the very beginning."


The raise in pay for those employees will stay in place even after a new president is selected, he said. It will be the rate for all new hires as well. The change is immediate.


His salary, originally $349,869, is now $259,745.

Deb Nystrom, REVELN's insight:

The lead line for the article is, "Now this is leadership."  Perhaps the difference in his before and after salary, and his prior role with GE have inspired him to make an example that may inspire others.


When is a certain level of salary, house, home and possessions enough - so that those with wealth share it with those who struggle to make ends meet?


It reminds me of the video circulating about the homeless sharing their food and money that has been given to them recently, while the average American does not share when asked by someone for food or money.  ~  D

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Tech experts offer to replace Detroit firefighters pop can alert system

Tech experts offer to replace Detroit firefighters pop can alert system | Change Leadership Watch | Scoop.it

Bye bye pop can. That's what the Detroit Fire Department might soon be saying soon to its rigged-up emergency alert system, which could get replaced — for free — by one of several philanthropic software companies who recently learned just how bad things are in Detroit.
   

For Deputy Fire Commissioner John Berlin, the offers to help have been humbling. Calls have come in from as far away as California and Oregon.

     

“It overwhelmed me,” Berlin said of the outpouring of support. “We need so much. ... What I was humbled by was that there was nothing negative said about the city of Detroit, or the bankruptcy. It was simply that they wanted to help. And that set me back a little bit. It humbled me.”

    

.....Detroit firefighter Paul Fillmore said technological upgrades are long overdue. He noted that the department once had a code red system that automatically rang the fire bell at the stations, but it’s been decades since that’s been in place. Instead, firefighters are improvising with pop cans.

       

.....Berlin said for now, fire officials are still gathering information from the interested parties who want to help. He said he wants to make sure that a company’s donation is used to its fullest potential.



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Deb Nystrom, REVELN's insight:

Great for Detroit!  One of several companies that are doing well financially offers to helps Detroit get back on its feet by updating Detroit's decrepit firefighter's internal emergency alert system.
    

It's good they found a low-cost solution initially with a non-existent Detroit tech-upgrade budget.  It's also good to know more are reaching out to help, as well as helping their own visibility for the work they do.  ~  Deb

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Classic: What is success? Do You Have the Will to Lead and Answer the Toughest Questions? - Peter Koestenbaum

Classic:  What is success?  Do You Have the Will to Lead and Answer the Toughest Questions? - Peter Koestenbaum | Change Leadership Watch | Scoop.it

Philosopher Peter Koestenbaum poses the truly big questions: How do we act when risks seem overwhelming? What does it mean to be a successful human being?

___________________

   

How can we muster the guts to burn our bridges and to create a condition of no return?

___________________

       

{Have you asked yourself:]  How in the world did I get here? Or wrestled with ...strategic choices -- all of which seem hard and unpleasant -- and said, What happened to the fun part of being in business? According to Peter Koestenbaum, those uncomfortable questions -- those existential quandaries -- are at the root of issues that great leaders deal with all the time, and they influence every decision that must be made.
  
More than 25 years ago, Koestenbaum traded the cloistered halls of academia for the front lines of the global economy. It's not unheard-of for this philosopher, a tireless 71-year-old with thick glasses and a flowing beard, to visit clients across three continents in a single week. His agenda: to apply the power of philosophy to the big question of the day -- how to reconcile the often-brutal realities of business with basic human values -- and to create a new language of effective leadership. ...The more you understand the human condition, the more effective you are as a businessperson. Human depth makes business sense."

     

___________________

   


Change -- true, lasting, deep-seated change -- is the business world's biggest and most persistent challenge. 

___________________

   

Koestenbaum's wisdom makes sense to leaders at such giant organizations as Ford, EDS, Citibank, Xerox, Ericsson, and even one of Korea's chaebols. ... At Ford, Koestenbaum contributed to the company's 2,000-person Senior Executive Program throughout the 1980s. In more than a decade at EDS, he led seminars and coached hundreds of top executives, including then-chairman Les Alberthal. 


"Everything I do," says Koestenbaum, "is about using themes from the history of thought to rescue people who are stuck." His logic: Change -- true, lasting, deep-seated change -- is the business world's biggest and most persistent challenge. But too many people and too many companies approach change by treating it as a technical challenge rather than by developing authentic answers to basic questions about business life. 


WHY DOES BEING A LEADER FEEL SO HARD TODAY?

Because reckoning with freedom is always hard ...We're living in a peculiar time: It's marked by a soaring stock market, the creation of tremendous wealth, an explosion in innovation, and the acute alienation that occurs when the global economy hits the average individual. 

The message is, You're living in the best country in the world at the best time in history; you have an amazing degree of freedom to do what you want, along with an unprecedented opportunity to build immense wealth and success -- and to do it more quickly than ever before. Of course, the average individual has as much of a chance of launching a skyrocketing IPO as he or she has of becoming a movie star. 

       
________________________________
     
There's a terrible defect at the core of how we think about people and organizations today. ...There is little or no tolerance for the kinds of character-building conversations that pave the way for meaningful change.

________________________________

       

What's even more disturbing is that the ascendancy of shareholder value as the dominant driving force in business has resulted in a terrible insensitivity to basic human values. 

THAT'S A HEAVY BURDEN TO PLACE ON LEADERS. THEY MUST NOT ONLY GUIDE ORGANIZATIONS BUT ALSO WRESTLE WITH BASIC PHILOSOPHICAL QUESTIONS.


There's a terrible defect at the core of how we think about people and organizations today. There is little or no tolerance for the kinds of character-building conversations that pave the way for meaningful change. The average person is...riveted by the objective domain...where our metrics are; that's where we look for solutions. ...That's why books and magazines that have numbers in their titles sell so well.


We'll do anything to avoid facing the basic, underlying questions: How do we make truly difficult choices? How do we act when the risks seem overwhelming? How can we muster the guts to burn our bridges and to create a condition of no return?

     

___________________

   

...Managing polarity teaches us that there are no solutions -- there are only changes of attitude. 
___________________


There's nothing wrong with all of those technical solutions. They're excellent; they're creative; they're even necessary. But they shield us from the real issues: What kind of life do I want to lead? What is my destiny? How much evil am I willing to tolerate?

      

...Managing polarity teaches us that there are no solutions -- there are only changes of attitude. When you grapple with polarities in your life, you lose your arrogant, self-indulgent illusions, and you realize that the joke is on you. To get that message makes you a more credible human being -- instantly. 

===
As always in our ScoopIt news, click on the photo, video or title to see the full version of the Scooped post.

    

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Deb Nystrom, REVELN's insight:

I've recently learned that this classic article is the most downloaded article from Fast Company.  If you read it, you'll see why.  It asks the beautiful, and extraordinarily difficult questions about business and life. Changing perspective, and ultimately changing attitudes, is the big challenge in making lasting change fully sustainable.~  D

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Doing Well by Doing Good: Michigan's Fave Food Brand Converts $50 Mil Business Into Worker-Owned Co-Op

Doing Well by Doing Good: Michigan's Fave Food Brand Converts $50 Mil Business Into Worker-Owned Co-Op | Change Leadership Watch | Scoop.it
Zingerman's Community of Businesses is a staple of Ann Arbor, and it's achieved great success through highly unorthodox practices.


The flagship deli, founded in 1982, is now just one of nine businesses in the Zingerman's Community of Businesses, which also includes a bakery, creamery, candy company, and restaurant.


These businesses are founded on a unique philosophy without traditional business hierarchy.  Zingerman's emphasize collective decision-making.  [Now] ...the company is on track to make $50 million this fiscal year.


A worker co-op is an old business model that has seen renewed interest post-recession due to a lack of investors creating jobs in communities.


Zingerman's has been focused on getting its employees to think like owners long before hard economic times.

Deb Nystrom, REVELN's insight:

Employees who think as owners?   What a concept - that's been around for ages, just not implemented widely.  Here's why it is working, from the article:

   

  • Open-book management:  even the lowest-level employee will work better if they know how the company is doing financially and should have a stake in its success.
        
  • Weinzweig and the 17 other partners, who act as managers, want to find a way to get employees involved in the consensus, rather than just sitting in to ask questions and offer insight. ....Essentially, that could give someone like [a] new part-time employee as much voting power as the CEO.
        
  • Weinzweig thinks that traditionally managed organizations, in which executives operate in a different sphere from their employees, "are operating with about 5% of their intellectual and creative capital, which really doesn't make sense."
    
It's a competitive, global world now, and traditional management, born out of the wide open markets of the industrial age, are no longer as competitive without the insights of all stakeholders, especially staff / employees.
    
~  Deb
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Deb Nystrom, REVELN's curator insight, June 20, 7:33 PM

As I commented originally on Change Leadership Watch:  Employees who think as owners?   What a concept - that's been around for ages, just not implemented widely.  Here's why it is working, from the article:

   

  • Open-book management:  even the lowest-level employee will work better if they know how the company is doing financially and should have a stake in its success.
        
  • Weinzweig and the 17 other partners, who act as managers, want to find a way to get employees involved in the consensus, rather than just sitting in to ask questions and offer insight. ....Essentially, that could give someone like [a] new part-time employee as much voting power as the CEO.
        
  • Weinzweig thinks that traditionally managed organizations, in which executives operate in a different sphere from their employees, "are operating with about 5% of their intellectual and creative capital, which really doesn't make sense."
    
It's a competitive, global world now, and traditional management, born out of the wide open markets of the industrial age, are no longer competitive without the insights of all stakeholders, especially staff / employees.
    
~  Deb
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Revealed: Apple and Google's wage-fixing cartel involved dozens more companies, over one million employees

Revealed: Apple and Google's wage-fixing cartel involved dozens more companies, over one million employees | Change Leadership Watch | Scoop.it

 “‘Masters are forbidden to poach workers from other members of the craft.' - British medieval ordinances of Bristol cobblers in 1364’” — 
    

This week, as the final summary judgement for the resulting class action suit looms, and companies mentioned (Intuit, Pixar and Lucasfilm) scramble to settle out of court....court documents show shocking evidence of a much larger conspiracy, reaching far beyond Silicon Valley.

    

Confidential internal Google and Apple memos...clearly show that what began as a secret cartel agreement between Apple’s Steve Jobs and Google’s Eric Schmidt to illegally fix the labor market for hi-tech workers, expanded within a few years to include companies ranging from Dell, IBM, eBay and Microsoft, to Comcast, Clear Channel, Dreamworks, and London-based public relations behemoth WPP.

All told, the combined workforces of the companies involved totals well over a million employees.


Read the full article here.

According to multiple so

Deb Nystrom, REVELN's insight:

This is sobering, especially with Google's "Don't be evil" informal corporate motto.  What nefarious dealings ARE THESE to keep the IT folks down, while large profits are enjoyed by executives?    

If this all pans out as it reads in the media, it's not good, tech companies, not good at all.  ~  D 

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Richard Platt's curator insight, April 8, 10:49 PM

Sad but true..  And people wonder why so many leave the high tech corporate world to do start-ups and go it alone rather than be a slave.  This article convinced me that Steve Jobs  was never a good manager, while I could over look some of idiosyncrasies, and still other failings to emotional immaturity Steve in effect became the very thing he hated in other's, a corporate slaver.  

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Handling Complexity in Decision-Making: Avoiding The Bike Rack Effect in Meetings

Handling Complexity in Decision-Making:  Avoiding The Bike Rack Effect in Meetings | Change Leadership Watch | Scoop.it

Why would a $100M power plant zoning approval take 3 minutes and a request to build a $10,000 bike rack for city sidewalks take hours?


It's easy to be swept up in the trivial and fun stuff, starving the big issues for the time and consideration they merit.  Cyril Northcote Parkinson, a British historian and operations researcher, penned this extreme example of decision-making in meetings in his book Parkinson's Law. Paraphrasing the Wikipedia entry, the powerplant is so expensive, the sums of money are hard to frame.

 

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Deb Nystrom, REVELN's insight:

This is a post useful for anyone connected to public sector meetings, or any meeting with complex topics.  I've posted this in change leadership watch for the reasons of asking you, the reader the question, have you ever helped a decision making body avoid the The Abilene Paradox, a classic management film about avoiding mismanaged agreement?

This post also illustrates the power of Parkinson's Law where board members lazily skip over the seemingly impenetrable problem in the meeting, deferring to the team managing the project. There will be implications for years of this city council meeting's decisions, and yet it is decided in three minutes.  It's astounding, assuming we haven't been excluded from a long list of previous meeting discussions.   ~ D

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Ivon Prefontaine's curator insight, March 24, 11:58 PM

Most humans have no comprehension of $100 million, but understand $10, 000.

Tom Russell's curator insight, March 27, 7:00 AM

I'm sure we can all identify with this scenario. It reminds me of a school football game when everybody is running after the ball regardless of their agreed position on the pitch. Clearly where there is passion there is engagement, so focussing on, and agreeing, clear outcomes is a key starting point if one is going to avoid everyone being kicked in the shins.

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High-Tech Sector is Losing its Dynamism, Affects Job Creation > Kaufman Report 2014

High-Tech Sector is Losing its Dynamism, Affects Job Creation > Kaufman Report 2014 | Change Leadership Watch | Scoop.it

Surprising news:  New firms account for a smaller share of the tech sector than in previous decades. > HBR Blog & a recent Kaufman report.


____________________________
   
....the pace of job creation has been on a persistent decline. 

     

____________________________

        

America’s high-tech sector has become less dynamic and less entrepreneurial in the last decade via  a recent Kauffman Foundation report writer Ian Hathaway co-authored.


...The high-tech sector is experiencing a consolidation of activity away from young firms into more mature ones, and the pace of job creation has been on a persistent decline. ....high-tech companies have been well-represented among the fastest growing firms in the past few years, the high-tech sector–like the rest of the economy–is less dynamic overall.



____________________________
     
....Business dynamism involves...new and superior ideas replace existing and inferior ones, while more productive firms usurp less productive ones.

   
____________________________
   


...Business dynamism involves measuring ...businesses ...being formed, growing, shrinking, and closing....churning: jobs are created while others are destroyed, and some workers move into new roles as others seek to replace them. New and superior ideas replace existing and inferior ones, while more productive firms usurp less productive ones.


...Entrepreneurs also play an outsized role in new job creation. While older and larger firms account for the substantial majority of employment levels, new and growing young firms drive net new job creation overall.


....Research has firmly established that this process of “creative destruction” fuels productivity growth, making it indispensable to our sustained economic prosperity. ...a more dynamic economy is a key to higher growth.


Read the full blog post here


Photo credit, thenext28days on Flickr, ccc.

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.

Deb Nystrom, REVELN's insight:

The business dynamism or creative dynamism of which Ian Hathaway speaks seems has a kinship to Anti-Fragile concepts, especially, how  "new and superior ideas replace existing and inferior ones, while more productive firms usurp less productive ones."  ~  D

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Leaders Who Make a Difference: The World's Top 50 Most Innovative Companies 2014

Leaders Who Make a Difference:  The World's Top 50 Most Innovative Companies 2014 | Change Leadership Watch | Scoop.it

There's another kind of faith in business: the belief that a product or service can radically remake an industry, change consumer habits, challenge economic assumptions. Proof for such innovative leaps is thin....Yet breakthrough progress often requires wide-eyed hope.

From the list of 50, a sampling:

1) GOOGLE
FOR BECOMING A $350 BILLION GIANT THAT LETS LOOSE ALMOST TOO MANY INNOVATIONS AND MILESTONES TO COUNT.


2) BLOOMBERG PHILANTHROPIES
For doing good, methodically, using data to answer questions other foundations aren't asking


3) XIAOMI
FOR REINVENTING THE SMARTPHONE BUSINESS MODEL IN THE WORLD'S LARGEST MOBILE MARKET.


7) NIKE
For setting a sustainable example.


9) DONORSCHOOSE.ORG
FOR SETTING ITS SIGHTS ON EDUCATION REFORM,…avoiding unions and politicos by crowdsourcing direct assistance to teachers. 


11) DODGE
For being a part of the conversation, no matter what.


15) MICHAEL KORS
FOR WINNING TWO FASHION RACES AT ONCE

    

24) ROSE STUDIO
For reviving the art of Chinese embroidery and  craftsmanship 

    

43) BRIGHTFARMS
FOR PULLING GAS-BELCHING 18-WHEELERS OFF THE ROAD.

    

44) IROBOT
For building the bots that live among us

    
More about the 50 companies, and the full list are here.


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Photo via Fast Company- featuring DonorsChoose.org
Deb Nystrom, REVELN's insight:

The top innovative companies have leaders who know how to sense and respond, as well as adapt.  ~  D

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Deb Nystrom, REVELN's curator insight, February 10, 9:18 AM

Fast company has a mix of what defines innovative companies that mixes old and new, connected to adaptability and flexibility.  

See the companion article on the 12 rising innovation qualities spotted in this 2014 list of companies as well as a comment comparing innovative company ranking methods to Forbes.
 ~  Deb

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3 Ways Leaders Maintain Their Composure in Turbulence: Mack Brown

3 Ways Leaders Maintain Their Composure in Turbulence:  Mack Brown | Change Leadership Watch | Scoop.it

Leaders need to show more composure than ever before in the workplace in the post 2008 economy, becoming more mobile, more transient, more flexible, more innovative, and more strategic and diverse.


Excerpted from a list of 7:

1. Don’t Allow Your Emotions to Get in the Way


Seasoned leaders ...don’t yell or get overly animated when times get tough. These types of leaders have such emotional self-control that even their body language does not give them away.


4. Remain Fearless

When leaders project confidence, they instill it in others. ...


....Recently, Mack Brown, the former coach of the University of Texas (UT) football team, was put under a lot of pressure to resign as a result of his team underperforming in 2013. Though the University handled his forced resignation poorly – considering Mr. Brown had coached the team successfully for the past 16 years – his decisiveness the day he announced his resignation made you feel that his transition out of the job was a positive thing for the university.


Human nature will tell you that he must have been hurting inside, but his decisiveness and presence of mind made those that were watching him speak believe that the future looked bright for UT football.



6. Take Accountability


Leaders are most composed during times of crisis and change when they are fully committed to resolving the issue at hand. ...this means that you have made the decision to assume responsibility and take the required steps to problem solve before the situation gets out of hand.


Article by Glenn Llopis, Contributor.  Full article here.
Glenn offers the immigrant perspective how how companies can become more mobile, more transient, more flexible, more innovative, and more strategic and diverse.


Deb Nystrom, REVELN's insight:

This is a helpful list.  Although I don't agree with all the items, it's useful for reflection in tough times.  

For example, authenticity and showing vulnerability is about honesty, and leaders do need to show this vulnerability from time to time, to be fully trusted.   Mack Brown may have shown this side to someone, yet in public, he did what was right for the school and the team.   ~ D

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A Change Leader Profile: 3 Ways to Define it

A Change Leader Profile:  3 Ways to Define it | Change Leadership Watch | Scoop.it

Look for five key competencies - drawn from..." a change-agent profile [based on]... extensive data on Fortune 1000 executives across a wide spectrum of industries. 


We’ve discovered... in that senior group:

    

  • They’re somewhat rare. Approximately 20 percent of senior executives scored high on five key competencies that correlate with effective change management.
   
  • Executives with those five competencies are more task-oriented than people-oriented.
    
  • They also appear to be motivated most by achievement. Power is a close second.
    

And here’s how we arrived at those high-level findings.


We analyzed competencies  ...we’ve identified the following strengths as key indicators of effective change management:

   

  1. Demonstrates flexibility and resilience. 
  2. Recognizes growth opportunities
  3. Strives for results. Focuses on improving performance.
  4. Leads courageously.  
  5. Gains buy-in.  



    Deb Nystrom, REVELN's insight:

    This post also connects DISC profile behaviors such as driving and impact, along with values such as achievement and power to those who lead the pack in effective change leader success.   ~  D

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