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Entrepreneurs Reframe Failure as Intentional Iteration - Forbes

Entrepreneurs Reframe Failure as Intentional Iteration - Forbes | Coaching Leaders | Scoop.it
Failure.  It’s a harsh word.  No one enjoys failure.  No one ever really says, “Hey, I really want to fail today so I can learn.”  Yet failure is an inevitable part of human existence and it plays a central...

Via Beth Kanter, Anne-Laure Delpech
David Hain's insight:

Intelligent failure - a great quality to develop...

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Beth Kanter's curator insight, January 30, 2013 4:50 PM

Good definition of failure


Failure in the entrepreneurial vernacular is reframed as intentional iteration and experimentation.  It’s not failure in the catastrophic sense.  Failure is simply a portfolio of setbacks, false starts, wrong turns, and mistakes that are expected and tolerated because the entrepreneur purposefully iterates in order to gather new, relevant, and timely information.  Through iteration entrepreneurs seek not to kill an idea but to make it better, and this happens through an anticipated cycle of pivoting and adapting.


Don't use the F word, simply pressing and unimportant.


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#TRUSTGiving2014 : A Character Checklist

#TRUSTGiving2014 : A Character Checklist | Coaching Leaders | Scoop.it
Welcome to TRUSTGiving 2014, our first annual weeklong trust awareness campaign. Join the Alliance of Trustworthy Business Experts as our members help our readers navigate the complexities of trust. We will be blogging (several times a day) and posting on Twitter #TrustGiving2014.
David Hain's insight:

"Being trustworthy is not rocket science. It's simply a choice.Make it yours." ` @BarbaraKimmel

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The greatest email you’ll ever send.

The greatest email you’ll ever send. | Coaching Leaders | Scoop.it
Like most road warriors, I’m always surrounded by people, though amazingly, it’s still very easy to be lonely while traveling. Days, weeks and months pass (airline miles and hotel points rack up) and time seems to disappear before your eyes. While I consider myself pretty good about keeping in touch with people (via phone, social media, etc.) I started to think about all the things I’d want people to know in the event, well, that I wasn’t around anymore. I know, it’s a bit morbid so hear me out. In the event you weren’t here on this earth tomorrow, what would you want the important people in your life to know?
David Hain's insight:

Great idea from John Peters. What would you write?  As he says:

"Why wait? What is worth saying, is worth saying now."

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What Happens When A Toxic Leader Is In Charge? » 3Q Leadership Blog

What Happens When A Toxic Leader Is In Charge? » 3Q Leadership Blog | Coaching Leaders | Scoop.it
It’s tough at the top, and once you get their, staying there means developing a leadership footprint, a way of thinking, communicating and doing that takes YOUR people forward at the speed of change. The new ecosystem is a trajectory of change, challenges, hyper-competition and opportunities that have become the NEW normal and will only continue to grow. There are many reasons why the focus of my work is the optimization of human potential and results in disruptive times. My passion for 3Q Leadership™ is the fire that lights my day, my work and my commitment to helping those who lead, and those who aspire to greater leadership succeed.
David Hain's insight:

How to recognise a toxic leader - useful infographic.

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Miklos Szilagyi's curator insight, November 22, 2:33 AM

The different disguises of the toxic leaders - good...:-)))

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Leading Blog: A Leadership Blog: Do you have Moxie?

Leading Blog: A Leadership Blog: Do you have Moxie? | Coaching Leaders | Scoop.it

Do you have Moxie?
Leaders with moxie are leaders that have what it takes to lead others in tough circumstances. They are tough on the outside but soft on the inside. When knocked down they know how to get back up and they can bring others with them because they are likeable.
John Baldoni, author of MOXIE, says that “Leadership post-crash is not really any different from leadership pre-crash, except for one thing: resilience.” Leaders with moxie have four key attributes:

Fire. They have a passion for what they do and have a need to make a positive difference in the lives of others.

Drive. They have ambition and want others to share in it.

Resilience. They have known defeat and it doesn’t scare them. They know how to pick themselves up after a fall.

Street Smarts. They know how the world works and what makes people tick.

Baldoni breaks moxie down into five characteristics that you can practice and develop to be a leader that demonstrates moxie. Each characteristic is brought to life through the examples of leaders who have demonstrated it in their own life and leadership.

The first is Mindfulness. “A mindful leader knows the situation as well as his capabilities and those of the people around him.” aware if his situation but at the same time focused on what could be done to improve it. Mindfulness “prepares leaders to focus on the present as well as prepare for the future”— to be aware of your situation but at the same time focused on what could be done to improve it.

Second is Opportunity. “An opportunistic leader looks for ways to make things better. She is motivated by a desire to make a positive difference.” That means a willingness to see beyond the immediate problem and see the possibilities over the horizon.

Third is X-Factor. “A leader with the X-Factor has what we call ‘the right stuff of leadership.’ She radiates character and uses her ambition to focus on the right goals. She has the persevering spirit that radiates resolve. Leaders with the X-Factor are humble, and their humility attracts others to them.” The X-Factor is those things that allow you to do what you do well: character, beliefs and talent. These can all be examined and improved. In addition, look for opportunities to improve through more training and consider taking on responsibilities that stretch you.

Fourth is Innovation. “An innovative leader knows that life is not lived in a linear fashion. Sometimes you need to take risks. That means thinking differently, doing differently, and rewarding others who do the same.” Leaders with moxie aren’t content with the status quo. They are tuned to the future. A “forward-themed outlook is not merely one of observation, it is one of application….That gives rise to innovation.”

Fifth is Engagement. “Persons with moxie seek to engage with the wider community around them. They are focused on making a positive difference in their teams and in their organizations.” Leaders must work through others. “Engagement is an essential part of extending the leadership self in order to make a positive difference.”

All of us can demonstrate moxie when the going gets tough. Preparing and developing yourself now sets you up to make better decisions when you do get knocked down.

Moxie is full of great stories and examples making it immediately relatable and practical. It is structured so that you can thoughtfully and tactically look at each of these areas to see where you can better prepare yourself. Baldoni also provides an appendix that works as a handbook to guide you in this. Questions, examples, additional thoughts and action steps help you access where you are at and what you might need to do next.

Moxie is not just about your work life, it also impacts every other aspect of your life and positively influences the lives of those you touch.


Via Linda Holroyd
David Hain's insight:

How much moxie do you have in your leadership style? ~ John Baldoni

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Linda Holroyd's curator insight, November 18, 11:28 AM

Here's to those with MOXIE!

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What Coaching Leaders Do Differently

What Coaching Leaders Do Differently | Coaching Leaders | Scoop.it
The term "coaching" has been trending as a corporate buzzword for some time now. We're all familiar with athletics coaches. But when someone advises us to find a coach to learn a new skill or solve...

 

- Coaches Don’t Set the Agenda

- Coaches Focus on the Future

- Coaches Listen

 

- Coaches Ask Questions

- Coaches are Action-Oriented

 

- Coaches Give Responsibility


Via Gust MEES, Roger Francis
David Hain's insight:

In the end, coaching is a philosophy about enabling people to bring out their best.

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Pascale Hotterbeex's curator insight, November 17, 7:06 AM

Six things coaching leaders do that set them apart.

Miguel A. de Jesus's curator insight, November 18, 12:33 AM

Who is responsible for Self Development? You are.

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Why CEOs Need Mentors -- They Accelerate Learning

Why CEOs Need Mentors -- They Accelerate Learning | Coaching Leaders | Scoop.it
A young entrepreneur explains the benefits of the advice he received from an seasoned executive at a large company.
David Hain's insight:

If learning quickly is the key to staying ahead, getting a mentor can help you speed up.  Why wouldn't you?

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MBA = Much Better Attitude

MBA = Much Better Attitude | Coaching Leaders | Scoop.it
We delivered one of our unique "hybrid keynotes and musical experiences" at the climax of an MBA level Leadership Executive Education residential on behalf of Henley Business School just recently. Having done an MBA, taught MBA's and delivered MBA Alumni events over 18 years, I've encountered more than my fair share of MBA Leadership alumni. A certain amount of controversy exists in the business world regarding the value of such things:

Supporters say that an MBA gives you a proper grounding in business knowledge and skills across a broad spectrum of topics, giving you the basis to work at the top of your company where these qualities are essential
Critics point to those people who drown in theory and who cannot apply their ideas to the real world due to becoming too analytical and having no attitude, rather like a musician who relies on technique too much that they forget to engage with the band
Both viewpoints are correct, although I believe the root cause of whether an MBA is useful or not comes down to the person who takes the programme and is not the "fault" of the MBA per se. Basically if you develop someone who has no basic capability or motivation in the subject area you don't always get what you are looking for as an output. There has to be basic skill and will.
David Hain's insight:

Peter Cook on how rock can offer leadership lessons, including the "Chumbawumba Factor'. ~ @AcademyOfRock

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COACHING vs. MENTORING

COACHING vs. MENTORING | Coaching Leaders | Scoop.it
If you really want to understand the difference between coaching and mentoring, author Nigel MacLennan in his book Coaching and Mentoring helps distinguish the difference between a coach and a mentor quite well.

“The two roles are worlds apart and overlapping, depending on which dimension they are compared.
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EQ in Social Leadership - People Development Magazine

EQ in Social Leadership - People Development Magazine | Coaching Leaders | Scoop.it
As we enter the Social Age, we’re applying the techniques we use to assess EQ – social skills, self-awareness, motivation, problem solving.
David Hain's insight:

"Listen? Collaborate? Facilitate? Way back when (maybe 5 or 6 years ago) those weren’t leadership skills." ~ Mark Babbit.   They sure are now!

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The Complexity of Complexity

The Complexity of Complexity | Coaching Leaders | Scoop.it
It’s not enough to say your organization is simple or complicated—you must also understand what kind of complexity you’re dealing with.

Via Philippe Vallat
David Hain's insight:

Sense making is a critical leadership capability - occupies much of my coaching time.

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Philippe Vallat's curator insight, November 14, 10:45 AM

Quote: "Rather than settling for simplistic representations of reality, leaders must continually work to provide clarity on the complexity, particularly along three lines: purpose, values, and performance."

... and COMITANS may help you in understanding the kind of complexity you are dealing with.

Josie Gibson's curator insight, November 17, 11:29 PM

Sense-making - a critical leadership skill - via David Hain.

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Culture Of Courage: Creating A Culture That Breeds Bravery

Culture Of Courage: Creating A Culture That Breeds Bravery | Coaching Leaders | Scoop.it
Fear drives people to shore up what they have rather than to go after what they want. During times of rapid change and uncertainty, anxiety levels go up and our appetite for risk goes down. Yet these are the exact times when bold action can reap the greatest rewards, and avoiding risk can exact the steepest toll (albeit not in the short term).  Which begs the question: How do leaders foster the type of bold thinking and brave behavior needed to build competitive advantage and grow collective prosperity? They do so by cultivating a “Culture of Courage” that makes people feel safe to take risks and provides a compelling reason to do so.  Here are five ways to do just that.
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Micromanagers: Flushing Companies Down the Toilet, One Detail at a Time

Micromanagers: Flushing Companies Down the Toilet, One Detail at a Time | Coaching Leaders | Scoop.it
Leaders set the tone of an organization. The outer environment is a reflection of the inner environment of those who establish the quality of the company. When the leader(s) are chaotic and manage without a solid foundation or strategy, the whole operation turns into fire drills, with everyone running around like beheaded chickens.

The only thing this creates is a sustained profile of hysterics and frustration.
David Hain's insight:

"So much of what we call management consists in making it difficult for people to work." Drucker

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Ian Berry's curator insight, November 15, 11:33 PM

Trying to manage people is a dead concept. Real management today is about ensuring that PPPPSs (policies, procedures, practices, processes, and systems) make it simple to bring their best to their work. See more http://blog.ianberry.biz/2014/08/do-your-ppppss-make-it-simple-for.html

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Everyone Brings Emotional Baggage to Work | LinkedIn

Everyone Brings Emotional Baggage to Work | LinkedIn | Coaching Leaders | Scoop.it

We all bring it – we all have it. It is a matter of degree - and awareness.
In every interaction we have at work, we bring the dynamics of our families, culture and personal psychology with us.

The first problem is that most of us don’t even realize it.Workplace dynamics are part of a system. We’ll define a system here as- a set of interconnected things or parts that form a complex whole.

The second problem is that the modern workplace does not operate as a whole.

In her book Don’t Bring it to Work: Breaking the Family Patterns that Limit Success, Sylvia La Fair, explains, “Most business leaders aren’t trained to think systematically, but rather in dichotomies or dualities. When problems occur, they resort to a predictable analytic response: sort and judge.”

Many of today’s leaders are responding to complex problems with an outdated toolkit – isolate the problem (even if the “problem” is human complexity) and fix it.

David Hain's insight:

Brilliant post by Louise Altman @intentionalcomm. It's rarely the process problem that's the real problem, it's the people stuff beneath it! 

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Authentic Leadership | LinkedIn

Authentic Leadership | LinkedIn | Coaching Leaders | Scoop.it
In my humble opinion, you are about to read the greatest and most influential address/document ever written regarding the topic of Leadership. Although written for a graduating class of army student officers over 100 years ago...it's truth is just as relevant today as it was back then and just as applicable to any field of business...in any industry. The lessons are universal in nature and truly captures the essence of what leadership is all about. Anyone who wishes to lead, in any capacity, should stop what they're doing and take the few moments to read the genuine wisdom that is below and then spend the rest of their lives in pursuit of living it out. Many years ago, this address of Major C.A. Bach dramatically changed my perspective on what a true leader is and now it's my honor to share it here with you. I hope that it blesses you as much as it has blessed me.
David Hain's insight:

"If you have a rotten company, it will be because you are a rotten captain!" Maj. C A Bach. Organisations rot from the head!

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On the Road to Remarkable

On the Road to Remarkable | Coaching Leaders | Scoop.it

It is my belief the last vestiges of the 20th Century management are holding on for dear life, but they no longer can sustain a business organization for the long-term. Those leaders that can nurture  business culture through purpose, performance, and relationship capital will breakout from the cycle of "short-term" financial performance.

These REMARKABKLE leaders and businesses already exist. They are innovating, making a lot more money, attract & retain top performing talent, and are more fun to work at. There is a way to break this traditional cycle of financial-driven metrics. Create new human metrics that will integrate with financial performance: RELATIONSHIP CAPITAL METRICS

CHARACTER
COMPETENCE
GOOD INTENT
PROACTIVITY

David Hain's insight:

Are you a #RelationshipCapital leader?

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Content Creation and Cerebral Activity: A Story's Power over the Brain

Content Creation and Cerebral Activity: A Story's Power over the Brain | Coaching Leaders | Scoop.it
Stories Activate Brain Regions That Are Dormant When Processing Facts

Via David Ednie
David Hain's insight:

Yet more evidence of the neuro power of stories. Which ones are you telling?

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David Ednie's curator insight, November 19, 3:01 AM

Make your message 1) remarkable and 2) memorable using stories.

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12 Psychological Tricks You Can Use to Improve Your Productivity

12 Psychological Tricks You Can Use to Improve Your Productivity | Coaching Leaders | Scoop.it

Today I’ll share with you 12 psychological tricks that can help you influence your own psychological state in such a way that you reframe your mindset to create a mental environment that safely results in increased productivity.

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Four Keys to Long-Haul Leadership

Four Keys to Long-Haul Leadership | Coaching Leaders | Scoop.it
He was once regarded as one of the best business leaders in the world. At the end of his career, he was disgraced and, by some measures, considered one of the worst business leaders of all time.

Al Dunlap believed that the primary goal of a company was to make money for its shareholders. To that end, he would lead an organization to massive layoffs and plant closings. The short-term profits would soar, and so would the value of the company.

He led Scott Paper with that ruthless behavior. Thousands of employees lost their jobs. Plants were closed. But it seemed like he had the formula for success when he sold Scott Paper to Kimberly-Clark for $2.8 billion and walked away with his own $100 million golden parachute.

Over time, Dunlap’s true colors began to become clear. He would become CEO of Sunbeam in 1996. He took measures to make the company profitable at all costs, even if they were unethical or illegal. He eventually led the company to bankruptcy.

Short-term leaders and Long-haul Leadership
David Hain's insight:

True leadership value only shows over time. Beware the short term merchants.  A cautionary tale!

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John Michel's curator insight, November 16, 11:00 AM

Because they were passionate about their work, long-haul leaders had a strong work ethic. They did what was necessary to get the job done. They were not clock punchers. Because they so loved their work, they hardly saw their vocation as work. It was fun and rewarding.

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The Missing Piece Of The Puzzle | LinkedIn

The Missing Piece Of The Puzzle | LinkedIn | Coaching Leaders | Scoop.it
What is the Puzzle Piece you're missing? Your relationship capital. Now, more than ever, our individual and group success in business is determined by the quality of our social relationships. Relationships have always mattered but with the new dimension of digital and social networks, how we connect, collaborate, engender trust, keep promises , and earn relationship capital is the source of competitive advantage and distinction.
David Hain's insight:

Rob Peters @StandardOfTrust on how #RelaationshipCapital can create sustainable advantage and how to accumulate it.

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The Leader Who Wasn't There

The Leader Who Wasn't There | Coaching Leaders | Scoop.it
The prevailing story is that we have more distractions, more information and more decisions pressing our lives than ever before. Our attention span is shrinking; as little as 20 seconds according to some experts. Leaders in many organizations are stretched to breaking; juggling meetings, emails, inquiries and issues. As we manage the task in front of us we are already considering the next or perhaps mulling over a more complex issue that awaits our attention.

This frantic mental traffic puts us into a sort of trance. We see without seeing. We listen without hearing. We are here but not present. We may be in the room but our mind is in some faraway place or time.

So what does this mean in practical terms?
David Hain's insight:

A plea for leaders to be present, by Scott Mabry @scot_elumn8.  Couldn't agree more!

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Ian Berry's curator insight, November 15, 11:27 PM

I love

Presence says – “I see you.”

Presence says – “I hear you”

Presence says – “You matter”

Presence says – “I care.”


Being present is a choice. As Nigel Risner says "when you're in the room, be in the room."

Miklos Szilagyi's curator insight, November 16, 5:03 AM

"And let’s face it..

it’s hard to be an effective leader…

if you’re not there."


"As we manage the task in front of us we are already considering the next or perhaps mulling over a more complex issue that awaits our attention.

This frantic mental traffic puts us into a sort of trance. We see without seeing. We listen without hearing. We are here but not present. We may be in the room but our mind is in some faraway place or time."


Dixie Binford's curator insight, November 17, 9:36 AM

This is especially true for our education leaders.

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9 Powerful Leadership Lessons From The US Military - Business Insider

9 Powerful Leadership Lessons From The US Military - Business Insider | Coaching Leaders | Scoop.it
Three US military veterans explain how their time serving as officers prepared them for leadership roles in the corporate world.
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John Michel's curator insight, November 15, 3:00 PM

True leaders know that they cannot handle every challenge on their own and that they can employ others to make up for their deficiencies.

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The Agency Moment - NYTimes.com

The Agency Moment - NYTimes.com | Coaching Leaders | Scoop.it
She asked him not to forsake her, “If you become attached to someone else, then I must die, but until then I could gather courage to work and make life valuable, if only I had you near me. I do not ask you to sacrifice anything — I would be very glad and cheerful and never annoy you.”

Finally, she added a climactic flourish: “I suppose no woman ever before wrote such a letter as this — but I am not ashamed of it, for I am conscious in the light of reason and true refinement I am worthy of your respect and tenderness, whatever gross men or vulgar-minded women might think of me.”
David Hain's insight:

How George Eliot came by her agency moment. Great story by David Brooks, HT @BlairGlaser!

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Why Brevity Makes You Look and Sound Like a Leader

If you keep it short and keep it simple, you'll gain people's attention, consideration, and respect.
David Hain's insight:

Less is so often more, as I am often forced to reflect. But brevity needs an understanding of complexity and context...

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How Successful People Stay Calm | LinkedIn

How Successful People Stay Calm | LinkedIn | Coaching Leaders | Scoop.it

The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control


While I’ve run across numerous effective strategies that successful people employ when faced with stress, what follows are ten of the best. Some of these strategies may seem obvious, but the real challenge lies in recognizing when you need to use them and having the wherewithal to actually do so in spite of your stress.


Via Linda Holroyd
David Hain's insight:

Great, practical tips for getting the most from stress.

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Linda Holroyd's curator insight, November 13, 10:18 AM

Here's to those who can keep calm! Ohm....

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The Surprising Rise Of The Human Executive | LinkedIn

The Surprising Rise Of The Human Executive | LinkedIn | Coaching Leaders | Scoop.it
Over the last 10 years we have seen a dramatic rise in the more human side of our executives. This has not been caused by our leadership suddenly joining support groups, seeking counseling, or - as HBO's comedy Silicon Valley would have you believe - going on a drug fueled vision quest. Our executive class has become more human because the markets and the customers have demanded it.
David Hain's insight:

Be more human at work. Try an experiment between Thanksgiving and Christmas.  Reap the rewards in 2015!

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