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Inspiring speakers have an abundance of passion for their topic—the burning desire to share their ideas.
Via Karen Dietz
Sushma Sharma's insight:
Passion evokes change in others
Richard Jones was in the process of buying a home when he encountered a situation that people who are heterosexual do not often have to go through.
Via Charles Tiayon
When I decided to study women’s leadership, I needed to interview women leaders. To do this, I had to design a way to determine what gives a woman her unique leadership ability. When I contacted women leaders and asked them about their leadership skills, many couldn’t find a way to identify exactly what it was that gave her the ability to be a leader.
Via Gregg Morris
It’s impossible to respect, value and admire great leadership if you can’t identify what makes a leader great. Because of this, the identity crisis I have written about that exists in today’s workplace is something that women leaders in particular have been facing for much too long. While the tide is changing and more women are being elevated into leadership roles, there is still much work to do. As of July 2013, there were only 19 female elected presidents and prime ministers in power around
Via AnYes van Rhijn
Studies show that women are being better rated as leaders, attracting more venture capital and becoming the face of the healthcare industry. If these trends continue, the writing is on the wall. Women will lead U.S. business in major ways.
A polarity according to Dr Barry Johnson (Polarity Management: Identifying and Managing Unsolvable Problems, 1992) is when there are two equally important ideals that pull at opposite directions. An example in the political ...
Via Paul Thoresen
Some of our inner beliefs can trigger failure before it happens. They sabotage change by cancelling its possibility! Discover how to recognize these sabotaging beliefs and learn what you can do about them.
I’m sure you’ve met him, or her. That person who says he’ll finish the project tomorrow, but tomorrow never comes. Or the person who promises to call as soon as she gets home, but you never hear from her.
We know lots of people like this. If we’re a hard case, we cut them out of our lives. If we’re a “softie”, we make excuses, and try to let it go. Either way, these people, who make promises to change one day and excuses not to the next, exist.
And, we may have even done this ourselves! I know I have. For those of us who admit to it, we know our genius becomes more acute when it’s our turn to change how we behave. That’s when we fall back on a set of beliefs that trigger denial, resistance, and ultimately self-delusion. These beliefs are more wicked than excuses. An excuse is the handy explanation we offer when we disappoint other people. It is acute and convenient, often made up on the spot. Basically an excuse is a variation on “The dog ate my homework,” and these are so abused it’s a wonder anyone believes them.
What do we call the excuses we privately harbor when we disappoint ourselves? Mere “excuse” is somehow inadequate to describe these inner beliefs that represent how we interpret our world. An excuse explains why we fell short of expectations after the fact. Our inner beliefs trigger failure before it happens. They sabotage change by cancelling its possibility. We employ these beliefs as articles of faith to justify our inaction and then wish away the result. I call them belief triggers and we think them all day long. Here’s a not-extensive list, but it should get you started on where I’m going with this.
1. I am the same ‘me’
2. If I change I am ‘inauthentic’
3. I won’t get tired
4. I understand the requirements
5. It has to be perfect
6. It’s not fair
7. I can do it on my own
8. Nothing will interrupt my focus
9. ‘At least I’m better than…’
10. I am exempt on this ‘special day’
Overconfidence. Stubbornness. Depletion. Confusion. Hopelessness. Resentment. Isolation. Unrealistic expectations. Immunity. Inconsistency. That’s a lot of heavy baggage to carry on our journey of change.
These are just some of the rationalizations that keep us from becoming the person we want to be. Now that you’ve read them, I bet they’re nothing you’ve not heard before! Keep watch in your daily life for them, keep track of how often you use one of these trigger beliefs, see if you can come up with others. This is a great exercise, because as you know awareness is the first step towards change!
Via Linda Holroyd
Interesting interview with Chuck Palus co-author of The Leaders Edge. The book describes leadership as the art of making shared sense of complexity, and talks about six creative leadership competencies that can help when striving to lead innovation initiatives, developing creative organizational cultures or just to get better at being an empowering collaborative leader.
Via Kenneth Mikkelsen
Disruption is an interesting topic for the same reason that cowboys, gangsters, and villains are interesting. It’s unpredictable. Problematic. Against the grain.
Via Peter Verschuere
Deloitte's Global Human Capital Trends survey – one of the largest talent management surveys of its kind – reveals that a majority of organizations surveyed are not prepared to deal with the trends that are reshaping the workforce. These global trends demand change, investment, and focus: here's your roadmap for the coming year.
Leaders at all levels: Close the gap between hype and readinessCorporate learning redefined: Prepare for a revolutionPerformance management is broken: Replace "rank and yank" with coaching and developmentThe quest for workforce capability: Create a global skills supply chain
Attract and engage
Talent acquisition revisited: Deploy new approaches for the new battlefieldBeyond retention: Build passion and purposeFrom diversity to inclusion: Move from compliance to diversity as a business strategyThe overwhelmed employee: Simplify the work environment
Transform and reinvent
The reskilled HR team: Transform HR professionals into skilled business consultantsTalent analytics in practice: Go from talking to delivering on big dataRace to the cloud: Integrate talent, HR, and business technologiesThe global and local HR function: Balance scale and agility
Via The Learning Factor