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UnConventional ~ Josh James, CEO, Hiring the Underqualified & Angry, Learning on the Job

UnConventional ~ Josh James, CEO, Hiring the Underqualified & Angry, Learning on the Job | Change Leadership Watch | Scoop.it

Josh James, Founder and CEO of Domo; Author of Startup Rules responds to ~ The Case for Hiring “Under Qualified" by digging deeper into his hiring philosophy & success.  He's also the all-star executive who also co-founded Omniture and took it from inception to IPO to sale for $1.8B to Adobe


Assessments don't catch what Josh James is talking about, the renegades, the untested, as well as the angry ones who have something to prove.  In that light, Josh James proves how one of his rules shows the limits of the others. - Deb

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#45:  No Unemployed Candidates. Always an Excuse. Too Risky. Top-Rated, currently employed candidates who won’t leave… PERFECT.”

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Excerpts:

Josh James's response to "Dave, Dave, Dave..." in Forbes focusing on his Rule 45: "No Unemployed Candidates. Always an Excuse. Too Risky. Top-Rated, Currently Employed Candidates Who Won’t Leave… PERFECT.”

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...a handful of my executives ...had been fired from their previous job. They were so angry and motivated to prove the world wrong...that I couldn’t resist.

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I’ve always believed that hiring people with untapped potential can serve as a tremendous accelerant to your business. This is something I learned very early on in my career and has been a staple of my hiring and promoting decisions throughout the course of running my businesses. 

______________________________

  

...hire orphans, picked-on people, or people who have been fired for that exact reason—they are motivated...

______________________________


[However], if you were faced with hiring 10 employees who were terminated for one reason or another, or hiring 10 employees who were top-rated, currently employed individuals who didn’t want to initially even interview, then I think the latter group would prove to contain dramatically more successful individuals 90% of the time.

That said, a handful of my executives at Omniture who had been fired from their previous job.  

  • They were so angry and motivated to prove the world wrong (another one of my rules: hire orphans, picked-on people, or people who have been fired for that exact reason—they are motivated), that I couldn’t resist.  


...We have an obligation to the rest of our employees and their families to ensure we have a world-class, globally competitive company.  In order to do that, I want to stack the cards in our favor as much as possible.  Capitalism isn’t always nice.

If you look at my other rules, (DN:  In his list of 55 Start-Up Rules) you’ll notice number 46:

  

  • There are exceptions to every rule and to the extent you make the exceptions, you accept greater risk, but you can also receive greater reward.  

   
In that vein, my startup rule number 20 (also found at http://www.joshjames.com) speaks to that, about hiring the underprivileged and undeserved, who, although they haven’t had the best chances yet, they have the gumption, desire, and enthusiasm and are just waiting for the right person to believe in them.

Half of my management team at Omniture and already half of the leaders who have received promotions at Domo are people who were or are learning on the job.  

We are chock full of people whom I have my eye on and who are killing it in their positions. 

They will deserve and receive promotions down the road despite their lack of a been-there-done-that resume. They have the intangibles.  (DN: That don't show up on assessments, necessarily.)

And by the way, we’re hiring.  - Josh James

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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

 

         

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:

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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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.

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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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It’s a beautiful time to be alive, educated and entrepreneurial

It’s a beautiful time to be alive, educated and entrepreneurial | Change Leadership Watch | Scoop.it

I grew up watching Star Trek, ...believing t...we would all be using communicators, replicators, tricorders, and transporters. I was optimistic...

    

...I was disappointed. I grew up into a world filled with hunger, poverty, and disease—....a world .... in which people obsess over maximizing their share of the pie. There is a greater focus on building wealth than on bettering the world.

      

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...
This period in human history is unique, because now entrepreneurs can do what only governments and big corporations could do before. 

   

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No wonder so many MBA students want to join investment banks: it is the best way to reap big financial rewards and to get ahead.   ...I’m an MBA myself, so I can be critical about MBAs. I too worked at an investment bank, ...I too used to obsess over building wealth, and didn’t believe I could really make a difference in the world. 

         

...I am here to tell you that you have opportunities that I could not even have imagined when I was young. You can build the Star Trek future that we have dreamed about. 

      

...This period in human history is unique, because now entrepreneurs can do what only governments and big corporations could do before. You are the space cadets with the opportunities to make amazing things happen.



_____________________

    
We need people who care about enriching humanity rather than just themselves. 

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....Whatever you do, don’t take a mindless, meaningless job with a big company just because they offer you a big salary. Try to be somewhere where you can constantly redefine yourself and keep learning. That is what it is going to be about: constant learning and reinvention.

      

The future is going to be what we make it. It can be the Star Trek utopia or a Mad Max wreck, a creative playground or an Orwellian nightmare. That is why we need people with good values and ethics leading the way.  We need people who care about enriching humanity rather than just themselves. 

Deb Nystrom, REVELN's insight:

This gem of a commencement address is well worth a slow, careful reading.  Vivek Wadhwa delivered this address this year at Hult International Business School. It is informative to us all, not just his audience this past summer at the school formerly known as  the Arthur D. Little School of Management.  Click on the photo or title to review the well-researched, technology savvy, compassionate and practical view of what's coming, affecting our families, including changes in livelihood.   I like how the author encourages us to choose other options than just corporate jobs for the big bucks. 


Who is he?

 His bio, from his website is as follows:

Vivek Wadhwa is a Fellow at Arthur & Toni Rembe Rock Center for Corporate Governance, Stanford University; Director of Research at the Center for Entrepreneurship and Research Commercialization at the Pratt School of Engineering,  Duke University; and Distinguished Fellow at Singularity University. He is author of  “The Immigrant Exodus: Why America Is Losing the Global Race to Capture Entrepreneurial Talent”—which was named by The Economist as a Book of the Year of 2012, and ” Innovating Women: The Changing Face of Technology”—which documents the struggles and triumphs of women.  He was named by Foreign Policy Magazine as Top 100 Global Thinker in 2012. In 2013, TIME Magazine listed him as one of The 40 Most Influential Minds in Tech.  

    

 ~  Deb

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Deb Nystrom, REVELN's curator insight, October 17, 9:46 PM

I've shared this gem of a commencement address by Vivek Wadhwa on Change Leadership Watch as well as here.  He delivered this address at Hult International Business School. It is informative to us all, not just his audience this past summer at the school formerly known as  the Arthur D. Little School of Management.  Click on the photo or title to review the well-researched, technology savvy, compassionate and practical view of what's coming, affecting our families, including changes in livelihood.   I like how the author encourages us to choose other options than just corporate jobs for the big bucks. 

    

Who is he?    His bio, from his website is as follows:
    
Vivek Wadhwa is a Fellow at Arthur & Toni Rembe Rock Center for Corporate Governance, Stanford University; Director of Research at the Center for Entrepreneurship and Research Commercialization at the Pratt School of Engineering,  Duke University; and Distinguished Fellow at Singularity University. He is author of  “The Immigrant Exodus: Why America Is Losing the Global Race to Capture Entrepreneurial Talent”—which was named by The Economist as a Book of the Year of 2012, and ” Innovating Women: The Changing Face of Technology”—which documents the struggles and triumphs of women.  He was named by Foreign Policy Magazine as Top 100 Global Thinker in 2012. In 2013, TIME Magazine listed him as one of The 40 Most Influential Minds in Tech. 

     

 ~  Deb

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Germany Extends Free College Education To All Students In The U.S.

Germany Extends Free College Education To All Students In The U.S. | Change Leadership Watch | Scoop.it

“[Tuition fees] discourage young people who do not have a traditional academic family background from taking up study."

....[I]t was decided that from this year on, college education in the country will be free for all students. This week, as the last German state to abolish tuition fees makes its transition to free education, Germany announces that it is extending its gift of knowledge to students from the U.S. and around the world.

German universities do have a request for foreign students....a conversational fluency of German is a prerequisite for applicants coming from outside the country...[and it is] difficult...to learn the language. Fortunately, there are plenty of programs both in Germany and in the U.S. that offer courses on basic and advanced German.

Related tools & posts by Deb:

      

    

      

              

        

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

 

Deb Nystrom, REVELN's insight:

Germany had free tuition before.  They experimented with allowing regions to charge tuition, and many opted to go back to the tuition free model. There are lessons to be explored here, perhaps from Americans who may choose learning German and study abroad.  

An alternative view has been published in Forbes:  ~  There is No Such Thing as a Free College Education, mentioning German culture and the taxes difference in Germany..  ~  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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Content Curation at Work: Startupery - A Library of Startup Best-Practices Curated by True Subject Matter Experts

Content Curation at Work: Startupery - A Library of Startup Best-Practices Curated by True Subject Matter Experts | Change Leadership Watch | Scoop.it

Via Robin Good
Deb Nystrom, REVELN's insight:

Take start-ups & entrepreneurs, add content curation by SMEs, subject matter experts, viola!  It's a handy resource worth a good look to support entrepreneurs and the growth of their companies.  ~  D

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Robin Good's curator insight, July 12, 9:34 AM



Startupery is a new online resource which organizes and curates best-practices, strategy advice, tips and methods for business startups.


The present library currently comprises over 500 hundred resources organized under 372 topics by 12 selected "experts", which include, among others, Fred Wilson (Vevnture Capitalist), Eric Ries (The Lean Startup), Chris Dixon (Investor) and Brad Feld (Early Stage Investor / Entrepreneur). 


For each expert you will find a page outlining his profile and presenting, in a categorized fashion, a selected number of sources suggested by him.


"For years, and now more than ever, startup founders, investors and operators have been sharing advice on how to succeed in business. From personal blogs to up-and-coming publications, this advice has been scattered and often hard to find when you need it mostStartup{ery is a library for this advice, giving each resource and the important topics that they cover a home on the internet."


An excellent and well-organized resource hub for startups, Simple, easy to navigate and staffed by a highly reputable set of subject-matter-experts / curators.

A great example of the value that content curation can bring to just about any field, where there is lot of precious information scattered around and which can greatly benefit from competent and trusted "organizers". 


Free to use.



Startupery: http://startupery.com/ 


Added to Content Curation Examples board.





Pierre Dejean's curator insight, July 12, 10:16 AM

Great content about Start-up ! 

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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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It's the People First, Then the Results: Zappo's 3-Day Culture Camp

It's the People First, Then the Results:  Zappo's 3-Day Culture Camp | Change Leadership Watch | Scoop.it

Zappos offers a 3 Day -  WOW customer service philosophy immersive experience.   Their video of CEO leaders who've adapted to customer centric and people-oriented culture explains a lot.

What Our Customers Say.
 

Deb Nystrom, REVELN's insight:

Keep in mind that what works for Zappos, may not what will work for your organization.  That said, Zappos has made the complete leap from the inspection oriented, command and control culture of the 20th century to the 21st century of trusting the people you have so carefully hired, and supporting them continuously in doing their best work.   ~  Deb

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Waigaya Is the Way, Beyond the Hierarchy at Honda, On the Shop Floor

Waigaya Is the Way, Beyond the Hierarchy at Honda, On the Shop Floor | Change Leadership Watch | Scoop.it

At the Japanese auto giant, unplanned, agenda-free meetings are ubiquitous and indispensable.


None of the conference rooms were available, so the meeting was held in a maintenance closet...


Shoehorned into the room were factory floor managers, assembly line associates ...and quality control experts at the Anna, Ohio, engine plant, where Honda has been making motors and drivetrain components since 1985. 


...All points of view or suggestions are equal.  A serious crisis on the plant floor spurred [a} spontaneous meeting. 


Such unplanned, shapeless gatherings are the hallmark of the Honda Way. They are called waigaya, ...a name given them by Takeo Fujisawa, the business partner of company founder Soichiro Honda...


On that day…, away from the thrum of the factory, …a Honda manager said to the others, “Look, I’d prefer not to belabor this issue because we’ve got a lot of work to do to get this process moving. And since the fix will be such a time sink, let’s not make it worse by losing more time discussing it.”

    

Although most in the room concurred with the manager, one of the associates noted… “We’re doing something very wrong if a slight problem in the engine isn’t addressed until the end of the vehicle’s assembly line…   We should have discovered this problem before.”


Deb Nystrom, REVELN's insight:

Equality of viewpoints, perspective, fixing problems in real time, this is the modern company.    Honda's brand is focused on

their Fundamental Beliefs of:

  • Respect for the Individual
  • The Three Joys:   The Joy of Buying, Selling, and Creating
    

Management Policy includes:

  • Proceed always with ambition and youthfulness.
  • Enjoy your work and encourage open communication.
  • Strive constantly for a harmonious flow of work.


The example of the meeting in a broom closet illustrates a less hierarchical approach. Hierarchy has advantages, but is also not as necessarily in Honda's fluid approach.  What do you find useful in the Honda example?  `  Deb

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What Works in the New Metropolis: The New Urban Pioneers

What Works in the New Metropolis: The New Urban Pioneers | Change Leadership Watch | Scoop.it

Meet the official in Chattanooga who built the fastest internet in the western hemisphere, the technocrat who revolutionized public transportation in Helsinki, the Berkeley professor who’s creating 3-D data maps of how cities work and more.

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Singapore, ...first drafted its plan in the 1960s...followed so closely and creat[ing] such an economic powerhouse that the city-state now exports its urban know-how...created an economy unto itself.
_______________________



As Adie Tomer and Robert Puentes, fellows at the Brookings Metropolitan Infrastructure Initiative, put it: “It all starts with cities making a concerted effort to understand who they are and where they want to go.” Singapore, for example, first drafted its plan in the 1960s, and it has been followed so closely and created such an economic powerhouse that the city-state now exports its urban know-how, hosts conferences about planning, and assists cities around the world with their infrastructure issues—for a price. The plan, in other words, has created an economy unto itself.


_______________________


… in smaller urban areas, businesses often grow even faster than ….than in a vast metropolitan region, where they are one among many.

_______________________


 

For another approach...visit Edmonton, Alberta. Its City Vision 2040 program breaks down city planning into six categories (finance, green, grow, live, move, and prosper), and then looks at what works and doesn’t work. ....it considers all aspects of expansion, from the impact on Edmonton’s neighboring municipalities to current patterns of development, transportation, and land use. The Municipal Development Plan is debated publicly...different views and more ideas are brought to the table. .... transparency makes it easier for the public to buy into a plan for their city’s future.
 

The builders of smart cities have also learned....a single building or neighborhood might serve as the best test bed for trying out ideas. Boston’s Innovation District is one such example. There, 1,000 acres of South Boston waterfront has become its own talent draw, providing affordable office space, services such as Internet and office supplies and networking events.


... these special districts is that they can exist and thrive in cities large and small. In fact, in smaller urban areas, businesses often grow even faster than they would in a vast metropolitan region, where they are one among many.

 

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:

Yes, planning can work, and the idea of small implementation pilots has long been a good one in these case study examples. Note that one city's plan, does not a template make, but can serve as useful lessons noting that culture, beliefs and behaviors could vary significantly from one area to another.  ~  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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Not the biggest, or the last recall: U.S. Fines General Motors $35 Million for Lapses on Ignition-Switch Defect

Not the biggest, or the last recall: U.S. Fines General Motors $35 Million for Lapses on Ignition-Switch Defect | Change Leadership Watch | Scoop.it

Federal regulators report GM has agreed to change its internal review process after a flaw linked to 13 deaths and a vast recall.

   

Excerpts:

G.M. agreed to make “significant and wide-ranging internal changes to its review of safety-related issues in the United States, and to improve its ability to take into account the possible consequences of potential safety-related defects.”

      

The faulty ignition switch, in Chevrolet Cobalts, Saturn Ions and other cars, was prone to turn off if it was jostled or weighed down, shutting the engine, and disabling the air bags and power-assisted systems like steering and brakes. G.M. has linked the defect to 13 deaths and 32 crashes.

   


“...Today’s announcement puts all manufacturers on notice that they will be held accountable if they fail to quickly report and address safety-related defects,” Transportation Secretary Anthony Foxx said.


Also, three (3) trust-related posts by Deb on REVELN:


Teamwork can also be the “secret sauce” that defines successful organizations.  Our systems for supporting high performance and leadership in teams and in entire organizations have not kept up with the times. 

     

Change Leaders: Why Should Anyone Trust Your Vision? John Kotter & Harvard Business Review

     

John Kotter’s highlights of some common assumptions about how leaders approach change.
    
Change, Ethics, Trust & Timing for your Talent Management Decisions

    

Hewitt's report features how plans on paper don’t translate to reality in the workplace when it comes to recruiting, developing and retaining talent.
Deb Nystrom, REVELN's insight:

From the article and New York Times video:  There are 30,000 parts in the average car.  This GM problem was due to a 90 cent ignition switch.  The GM recall involved 2.6 million cars.   This recall doesn't even crack the top 10 in history.


_____________
    

The Ford Pinto was called, "the BBQ that seats 4."  

_____________


The Ford Pinto, a 1978 recall, is one of the best known, with a damaging brand impact lasting for years.  The Pinto was called, "the BBQ that seats 4."  Recently,Toyota, was lambasted for covering up a sticking accelerator pedal problem, featuring evidence of how they mislead the public and failed to report the problem in a timely way.


From the Times, "...As bad as they [the recalls] sound" and from me, the mistakes are varied and useful for understanding the complexities of big organizations.  That deaths occur is tragic, very tragic.  For this reason alone, it is yet another important cautionary tale about complex systems, yet simpler fixes:


1) clear the way to communicate with your customers and regulators,


and


2) don't mess around with anything that can damage public trust in your big business.   ~  Deb

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Purpose Driven Profits: Are You a Conscious Capitalist?

Purpose Driven Profits:  Are You a Conscious Capitalist? | Change Leadership Watch | Scoop.it

It’s time for capitalism to find a higher purpose.


Conscious capitalists focus on a higher purpose—to have a positive impact on the world, through the products and services they deliver and the value they create for their stakeholders. The four principles of conscious capitalism—purpose, stakeholder orientation, conscious leaders, and conscious cultures—are practiced in well-known and revered companies such as Whole Foods Markets, Patagonia, Tata Group, Toms Shoes, Medtronics, and TDIndustries. These companies have figured out how to be fierce competitors and generate superior financial performance while treasuring their employees and delighting their customers without destroying the planet.



Via Kenneth Mikkelsen
Deb Nystrom, REVELN's insight:

Kenneth Mikkelsen  has aided the perspective in this article by defining Higher Purpose as more than, making money, Stakeholder Orientation from a ecosystem perspective, as "healthy stakeholders lead to a healthy business system."  He's added 2 more:  Conscious Leadership who recognize the integral role of culture and purposefully cultivate Conscious Culture, the "values, principles, practices [that] connects the stakeholders to each other and to the purpose [of] the company." ~  D

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Kenneth Mikkelsen's curator insight, October 2, 8:22 AM

Higher Purpose: Recognizing that every business has a purpose that includes, but is more than, making money. By focusing on its Higher Purpose, a business inspires, engages and energizes its stakeholders.


Stakeholder Orientation: Recognizing interdependent nature of life and the human foundations and business, a business needs to create value with and for its various stakeholders (customers, employees, vendors, investors, communities, etc.). Like the life forms in an ecosystem, healthy stakeholders lead to a healthy business system.


Conscious Leadership: Human social organizations are created and guided by leaders – people who see a path and inspire others to travel along the path. Conscious Leaders understand and embrace the Higher Purpose of business and focus on creating value for and harmonizing the interests of the business stakeholders. They recognize the integral role of culture and purposefully cultivate Conscious Culture.


Conscious Culture: This is the ethos – the values, principles, practices – underlying the social fabric of a business, which permeates the atmosphere of a business and connects the stakeholders to each other and to the purpose, people and processes that comprise
the company. 

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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.


Related change posts by Deb:
 

      
   


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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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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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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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.



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:

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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Proprane-producing E. Coli Provides Biosynthetic Alternative to Fossil Fuels

Proprane-producing E. Coli Provides Biosynthetic Alternative to Fossil Fuels | Change Leadership Watch | Scoop.it

Propane is an appealing fuel, easily stored and already used worldwide, but it’s extracted from the finite supply of fossil fuels – or is it? Researchers at Imperial College London and the University of Turku have engineered E. coli bacteria that create engine-ready propane out of fatty acids, and in the future, maybe even sunlight.


 _______________________________
   
"Although we have only produced tiny amounts so far, the fuel we have produced is ready to be used in an engine straight away. This opens up possibilities...to replace fossil fuels..."


_______________________________
     


...Propane is cheaper and easier to condense into liquid than other available gaseous fuels, such as hydrogen. And it’s arguably a better synthetic candidate than liquid fuels which can be detrimental to their living bacterial factories and require purification from the host once produced.


With the premise of producing a fuel that’s more sustainable in a biological host and easier to bring to market, the research team engineered a pathway in E. coli that interrupts the conversion of fatty acids into cell membranes and instead couples naturally unlinked enzymatic processes to manufacture propane.


..."Although this research is at a very early stage, our proof of concept study provides a method for renewable production of a fuel that previously was only accessible from fossil reserves," said Dr Patrik Jones, from the Department of Life Sciences at Imperial College London. "Although we have only produced tiny amounts so far, the fuel we have produced is ready to be used in an engine straight away. This opens up possibilities for future sustainable production of renewable fuels that at first could complement, and thereafter replace fossil fuels like diesel, petrol, natural gas and jet fuel."


Via Dr. Stefan Gruenwald
Deb Nystrom, REVELN's insight:

The tiniest amount of a new discovery can end up fueling, literally, a whole new world.  A new industry was started by Andrew Carnegie based on what was then extraordinarily expensive steel to build the 1874  Eads Bridge, the longest arch bridge in the world.  ~  D

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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.

    

Related 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.

          

  • 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'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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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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5 Brain Myths That Won't Go Away, Getting Facts in 2014

5 Brain Myths That Won't Go Away, Getting Facts in 2014 | Change Leadership Watch | Scoop.it

Scientists are not only far from a comprehensive explanation of how the brain works, they can't even agree on the best way to study it. So it's not surprising that myths and misinformation continue to persist —spurred on, in part, by pop culture. But why do we continue to buy into these falsehoods?.

Myth: You are either right- or left-brained dominant.

    

"In reality, we are all whole-brain users." said Shelton. "But this myth helps people define their differences, similar to calling someone male or female. So if you define yourself as right-brained, it immediately connects you with a set of predetermined qualities."

     

Other debunked myths in this useful piece:

   

Myth: You only use 10 percent of your brain.

Myth: Alcohol kills brain cells.

Myth: Brain damage is permanent.

Myth: Your IQ is a fixed number.

      

As always in our ScoopIt news, click on the photo 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:

Brain sapping beliefs persist and drain productivity and performance in business and in overall learning.  Check the job descriptions in your business for words like "must be able to multi-task."  

Check manufacturing employee schedules for overloaded work-days such 12 hour days 7 days a week.  It's happening in businesses making record profits and NOT hiring temp staff to even out the work load.

At least this good article brings us up to date on brain science.  There is a long way to go.   ~  Deb 

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Manish Puranik's curator insight, August 4, 1:31 AM
"In reality, we are all whole-brain users..."
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Entreprenuers Can Be Anyone, Take Action, Deal with Failure, Push: Professor Saras Sarasvathy > Big Think

Entreprenuers Can Be Anyone, Take Action, Deal with Failure, Push:  Professor Saras Sarasvathy > Big Think | Change Leadership Watch | Scoop.it

Listen to a video of Associate Professor, Darden School of Business, at University of Virginia discussing entrepreneurial  and "effectuation", principles.


She also covers:

  • How Good Business Goes Bad
  • Innovation
  • A Little Recession  (the place of failure)
  • Business Success
  • Effectuation, the Entrepreneurial Method 
  • Seeing the World through Entrepreneurial  Glasses
  • The Entrepreneur in Us All


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:

You can find articles on professor Saras Sarasvathy work, but the best wasy to understand her is to listen to her live.  She shares a passion for entrepreneurship in her voice and expression that is helpful to experience and from which to learn.  

I listed her as the key resource in my recent SlideShare presentation:  

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

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Deb Nystrom, REVELN's curator insight, June 25, 9:31 AM
You can find articles on professor Saras Sarasvathy work, but the best was to understand her gems on thinking as an entrepreneur is to listen to her live.  She shares a passion for entrepreneurship in her voice and expression that is helpful that brings "effectuation" principles of business to life.


I listed her as the key resource in my recent presentation to the American Business Women's Association, the Maia Chapter, here:

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


~  Deb

Marie Jeffery's curator insight, June 26, 8:24 AM

Great presentation on thinking like an entrepreneur, shared by Deb Nystrom.

 

www.kminstitute.org

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Jamie Dimon Comments on $100M investment in Detroit JPMorgan Chase

Jamie Dimon Comments on $100M investment in Detroit JPMorgan Chase | Change Leadership Watch | Scoop.it

Good news for Detroit.   What's the motivation?   Jamie Dimon, the CEO of JPMorgan Chase, tells TODAY's Matt Lauer in an exclusive interview that his company's $100 Good investment in the city of Detroit isn't about public relations. 


"The cynic would be wrong," Dimon told Lauer when asked if the investment was in response to a $13 billion fine levied against the company in an exclusive interview.


_________________

"I think we can make this our finest moment...if we can come together and help rebirth here." ~ Jamie Dimon, CEO

_________________

"We invest and develop communities around the world. And we've been doing this since our heritage started 200 years ago," said Dimon. "So that's what banks do. They do it commercially. They do community development."


"I think we can make this our finest moment,'' he said. "Can Americans come together, business, labor, civics...government come together and build something and fix the city? You've seen rebirth of cities all over America. I think it would be an unbelievable thing if we can come together and help rebirth here."


...Lauer asked Dimon what he expects at the end of the investment's five-year period.     "Jobs and population,'' Dimon said. "If it works, you'll have a healthy and vibrant economy, jobs and population, businesses will beget home ownership, better schools, and a completely revived city." 


Read the full interview here.


More about investing in cities by Deb here:  

     

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

      

Future Midwest in Detroit, A Retrospective – Photo, Video Set

      

In Detroit, Entrepreneurs Meet Success in Hard Times

     

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:

All breaths of fresh air are welcome, as, indeed, it could be great hope for the city to rise up to be a  "shining example, of what can be done," if it stimulates more investment, creates jobs and revival, once again.   

The cities are the heartbeat of our nation.  This is great news for Detroit.  ~  Deb

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