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Leadership: A Sense of Purpose

Leadership: A Sense of Purpose | digitalNow | Scoop.it
It’s been said that 95 percent of business promotions are based on performance, but results account for only 10 percent of the reasons people follow a leader. The most common reason we follow a leader is because of who they are.
Don Dea's insight:
To know your purpose is to know your meaning.
If you know your meaning is to know your direction
If you know your direction is to know your journey

To find your leadership purpose, ask the following questions:

  • What are my skills, talents, abilities and passion?
  • What are my values, my beliefs, and my convictions?
  • What does it look like?
  • What does it feel like?
  • What does it sound like?
  •  How do others know what I stand for?
  • What can they observe in me that shows them my purpose?
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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
Curated by Don Dea
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What's Your Leadership Promise?

My leadership promise to you…

I will always listen to your viewpoint with an open mind.
I will strive to be equitable and ethical in all of my decisions.
I will never belittle or demean you.
I will not hold you back from other job, promotion, or growth opportunities.
I will be trustworthy.
I will be honest.
I will care about you as a person, beyond just an employee showing up to do a job.
I will give you the direction and support you need to do good work.
I will make time to talk with you on a regular basis.
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Next Year Will Be The 'Year Of' Mobile: For Video, Anyway

Next Year Will Be The 'Year Of' Mobile: For Video, Anyway | digitalNow | Scoop.it
As far as media consumption milestones go, 2016 could well be “the year” for two important media: mobile and video. According to new estimates released this morning by Publicis’ ZenithOptimedia unit, next year will be the year that more people watch video on a mobile device than a non-mobile device.

The milestone is significant, the agency’s analysts say, because online video itself is one of the fastest-growing media and is on the verge of disrupting an even more dominant video consumption platform: television. While worldwide television consumption has continued to expand despite the onslaught of new digital media options -- especially video ones -- ZenithOptimedia forecasts the accelerated adoption of digital video consumption will finally begin to take negatively impact linear TV viewing next year.
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Who and what to ask before hatching your plan to lead

Can you be the catalyst to lead the organization, department, or team past its current issues? Can you get the ship off the bottom to sail safely once again? If so, where do you start? Before you can hatch a plan, you must ask questions and listen; then ask for help.
Ask Questions and Listen; Then Ask for Help
Success stories generally start with the practice of fundamentals. Asking questions at the outset is high on your priority list. Stories of failed navigation through difficulty start with the absence of the practice of those fundamentals.
Who to Ask
Asking a diverse group of people similar questions can lead to superior input based on several points of view. Those viewpoints are likely picked up at varying angles of observation, some hands on and others at 30,000 feet. Whether determining if I should accept a position or what an appropriate game plan would be once I accepted it, my due diligence to hatch a plan always started with asking everyone under the sun for help. Most people who are asked are thrilled to help. They are quite candid about giving their points of view, with details and specific examples to back them up.
So, given the wisdom of this strategy, whom do you ask?
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Top 9 Reasons To Develop Custom eLearning That Engages Employees

Top 9 Reasons To Develop Custom eLearning That Engages Employees | digitalNow | Scoop.it
How can you create an engaging online training experience that breaks the routine of work, satisfies your employees’ unique needs and provides them with opportunities for better job performance? Developing Custom eLearning is the answer to this question and in this article I will give you 9 key reasons why.

Custom eLearning is focused on employees' needs.
Your company and your employees are unique; so are their learning needs, which means that rather than using generic eLearning courses that cover a broad range of subject matters, there are cases that custom eLearning may be a better solution, as customized online courses are specifically designed to meet the needs of both the organization and the employees. Also keep in mind that not all learners need the same type of online training. Some employees may need more, though others less guidance. In addition, novices may need different eLearning courses from more experienced learners. If learners are not able to understand the subject matter, because they find it too difficult or too easy, they simply won’t be motivated enough to actively participate, and they may even decide to quit the eLearning course. By integrating a diverse range of eLearning activities, multimedia elements, and assessments to cater to a variety of learning needs, you give all employees the opportunity to be equally satisfied from the eLearning course and enjoy personalized online training experiences that facilitate comprehension and knowledge retention.
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How to find agility in the cloud

How to find agility in the cloud | digitalNow | Scoop.it
Planning for the unknown

"You get into a lot of unknown unknowns," Juneja says. "You just can't plan for all of those. I think the most important thing I have learned is to bring into the team folks that have done such transformations at multiple levels — at app dev, in infrastructure, in security. You might get stymied by a process designed for colo that doesn't fit a cloud environment and you'll wish you had a partner in that process stream. Or you get stymied by a gap in cloud infrastructure that you just didn't know about. It comes down to having enough seeds of change in people with experience in those pillars so they can adjust to the unknown unknowns."

The most important thing to understand, he adds, is that you must view a cloud migration as a fundamental organizational change that transforms everything about the IT function.

"It is a transformation project, an organizational change," he says. "If you don't do the transformation as part of that process, you are likely to be disappointed in the outcome.
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Google's New Beacon Approach Could Impact More than Shopping

Smartphones don't just connect to nearby cell phone towers. Proximity beacon technology has been around a few years in the form of Apple's iBeacon, which allows an iPhone or iPad to connect to objects – called beacons – using Bluetooth. Retailers, museums, sports stadiums and anywhere else with large numbers of smartphone users can now use beacons to provide hyper-local information down to the exact aisle, exhibit, or seat. Airports, zoos, concert halls and shopping malls are now being fitted with Bluetooth-powered beacons that let smartphones pick up adverts, notifications, and even navigate indoors.
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Disruptive innovation needs autonomous review

Disruptive innovation needs autonomous review | digitalNow | Scoop.it
Disruptive innovation, by definition, creates a new business model for higher education institutions. Usually, disruptive innovation comes in the form of a new technology. The case studies in the UK report follow two institutions implementing work-focused learning initiatives. One created a new degree program through a semi-autonomous unit and the other tried to encourage university-wide reform. In the second case, there was very little adoption, while the subgroup in the first created a thriving degree program until it, too, was absorbed into the main institution and then floundered.
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Billionaire Rich Kinder On Leadership, Legacy And Energy Security

You can learn so much from the way people have confronted situations. Almost always without perfect knowledge. Lincoln did not have perfect knowledge as he went through the Civil War and his whole position on slavery changed. Churchill did not have perfect knowledge that they would be able to fight the Battle of Britain in the air and defeat the Luftwaffe. So you have flawed individuals like we all are take on enormous challenges. How they did it and the leadership that they showed is more instructive for people leading a major business operation or other organization that’s more instructive than all the self help books you could read in the world.
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10 Lessons Learned from an Award-Winning Digital Badging Program

10 Lessons Learned from an Award-Winning Digital Badging Program | digitalNow | Scoop.it
1. Badge what you have. Rather than simultaneously trying to stand up new programming, products, or content to badge, focus first on what you do and what you have. Develop your foundational constellation based on existing opportunities, but structure it with flexibility to grow. 

The more you start with what you have, the less risk you assume up front. EDUCAUSE badging program is based on a strong professional development portfolio, including conference and events, leadership development programs, and online courses.

2. Badge with partners if you can. Opportunities to develop badges need not be strictly internal to your organization. Consider partnerships and external opportunities that help meet program objectives. Keep in mind, of course, that your badge carries your brand. Your program must support your organizational mission.

It’s a balancing act, for sure. For example, the EDUCAUSE Learning Initiative co-branded a popular MOOC with the University of Central Florida on blended learning design that effectively serves both our mission for building the profession and our teaching and learning community.

3. Stack with care. Stacked (or layered) badges add weight to the constellation, both practically and usually also visually. You can tell at a glance that the stacked badge is different or somehow more significant. However, we also discovered stacking can be difficult to manage or confusing.

Early on we attempted a stacked badge based upon engaged participation in a series of loosely connected but thematically-aligned online courses. The community had difficulty following the connections over months of programming and the staff had difficulty tracking participants who met criteria. Our conclusion: this was not the best version of stacking!

On the other hand, stacking within an extended learning opportunity may prove motivational. In the ELI-UCF partnered MOOC, participants earn incremental badges from UCF for course assignments and activities. They may also elect to submit work accomplished over the course (along with an administrative fee) in application for an ELI-UCF Blended Learning Designer stacked badge. A successful comprehensive portfolio review process yields a more prestigious stacked badge. 
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How Conflict Makes Us Better

How Conflict Makes Us Better | digitalNow | Scoop.it
Conflict. The very word sends negative and fearful thoughts through even the most hardy leaders.

None of us like conflict. If we had our way, each one of us would steer away from it and navigate towards the less painful, smoother waters.

However, where would any one of us be if we avoided conflict altogether?

We must admit that while uncomfortable, and even painful, conflict helps us become better leaders. Like an intense workout, the benefits that are received through times of resistance and pressure give us wonderful opportunities to grow and become stronger.

With the opportunities to grow in mind,  I offer some benefits for us to keep in mind on how conflict makes us better overall:

Makes Us Understand Others – Conflict is usually the stark differing of viewpoints, values, or vision. When we get outside of our views to see the other side, or as Stephen R. Covey stated “seek first to understand,” we will find out what the other party holds close to and begin to work towards a more common ground.
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Ivan Ang's curator insight, August 3, 10:33 PM

As a leader, how do you deal with conflicts?

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Do you have the education for your innovation?

Do you have the education for your innovation? | digitalNow | Scoop.it
Learning to think is the key of a successful education. Some people spend years in school, but focus on learning facts, but not on learning how to learn or how to think. Successful innovators have used their education to develop the ability to think and learn,  and use this approach to whatever problem may occur. This is an important skill and not as common as one may think. Edison put it this way, “The man who doesn’t make up his mind to cultivate the habit of thinking misses the greatest pleasure in life.” So, spend some time developing your reasoning skills, it will be enjoyable and may be the key to your innovation.
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When taking a taxi is cheaper than an Uber

When taking a taxi is cheaper than an Uber | digitalNow | Scoop.it
Uber then suggested a minimum and maximum possible fare, which Mascolo and co used to take an average. They then compared this figure against the Yellow Taxi fare.

The results make for interesting reading. "Uber appears more expensive for prices below $35 "Uber appears more expensive for prices below $35 and begins to become cheaper only after that threshold," say Mascolo and co.

That's interesting because human mobility is characterized by vast numbers of short trips and relatively small numbers of long trips. "This observation therefore suggests that Uber's economical model exploits this trend of human mobility in order to maximize revenue," say Mascolo and co.

There are two important caveats to this work. First, the Yellow Taxi data comes from 2013 while the Uber data comes from 2014. However, Yellow Taxi prices are set by the city and last changed in 2012 after being held constant for 8 years. So the 2013 fares should be a good indicator of 2014 fares as well.
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The LMS of the Future: Exploring the Next Generation Digital Learning Environment

The LMS of the Future: Exploring the Next Generation Digital Learning Environment | digitalNow | Scoop.it
we identified five functional domains that must be addressed in order to realize the NGDLE.  These are:

Interoperability. The linchpin of the NGDLE, this is the capacity to easily integrate tools, exchange content, and collect learning data. Interoperability enables everything else.
Personalization. This is the customization of the environment to support needs at the individual, discipline, and institutional levels.
Analytics, advising, and learning assessment. This is the analysis of all forms of learning data, resulting in actionable information.
Collaboration. It is vital to support collaboration at a variety of levels, and to make it easy to move between public and private digital spaces.
Accessibility and universal design. All participants must be able to access content and have the means to produce accessible content. This must inform the design of all NGDLE components.
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Let’s Just Stop Calling Them Leaders

Let’s stop calling people leaders until they demonstrate that they truly deserve the appellation.
Don Dea's insight:

 I make these distinctions:

• Leadership is based on behavior and independent of role or rank. Just because someone has a fancy office or an important-sounding title, they are not automatically imbued with the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were officially seated deep in the formal hierarchy. You likely have as well.

• “Leader” is a mantle earned, not taken. The founding co-director of the NPLI, Dr. Leonard Marcus, champions what he calls the world’s shortest definition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader.

• Leadership is more about the why than the what: People who get organizations to deliver on the quarterly numbers or meet production goals are good, maybe even great, managers. Management is challenging and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the deeper purpose and mission of the organization will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead.

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Marc Wachtfogel, PhD's curator insight, Today, 12:59 AM

 I make these distinctions:

• Leadership is based on behavior and independent of role or rank. Just because someone has a fancy office or an important-sounding title, they are not automatically imbued with the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were officially seated deep in the formal hierarchy. You likely have as well.

• “Leader” is a mantle earned, not taken. The founding co-director of the NPLI, Dr. Leonard Marcus, champions what he calls the world’s shortest definition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader.

• Leadership is more about the why than the what: People who get organizations to deliver on the quarterly numbers or meet production goals are good, maybe even great, managers. Management is challenging and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the deeper purpose and mission of the organization will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead.

Mark E. Deschaine, PhD's curator insight, Today, 7:17 AM

 I make these distinctions:

• Leadership is based on behavior and independent of role or rank. Just because someone has a fancy office or an important-sounding title, they are not automatically imbued with the ability to lead. Certain roles may come with the expectation that whoever holds them will be able to lead, but I have worked for CEOs who fell horribly short and with strong leaders who were officially seated deep in the formal hierarchy. You likely have as well.

• “Leader” is a mantle earned, not taken. The founding co-director of the NPLI, Dr. Leonard Marcus, champions what he calls the world’s shortest definition of leadership: People follow you. No matter what you call yourself, you aren’t leading if no one is following. Leadership is as much about followers as it is about who they follow; it is in their power to anoint a leader.

• Leadership is more about the why than the what: People who get organizations to deliver on the quarterly numbers or meet production goals are good, maybe even great, managers. Management is challenging and doing it well should be rewarded. But only when you dig deeper to discover whether employees are invested in the deeper purpose and mission of the organization will you discover how well they are being led. I see management and leadership as complementary skills. Strong leaders know at least a bit about how to manage and strong managers know something about how to lead.

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How to Become a Thought Leader

Are you ready to take the role of a thought-leader? Can you share your vision in such a way that others become excited and involved? Is the information that you impart scalable and applicable to others in their business or interest? Are you able to teach others to avoid costly mistakes by sharing stories of your trials and tribulations?

What are the first steps to becoming a thought-leader?
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How to Become a Thought Leader

Are you ready to take the role of a thought-leader? Can you share your vision in such a way that others become excited and involved? Is the information that you impart scalable and applicable to others in their business or interest? Are you able to teach others to avoid costly mistakes by sharing stories of your trials and tribulations?

What are the first steps to becoming a thought-leader?
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Educating Data

Educating Data | digitalNow | Scoop.it
Information is captured from the moment each student arrives at school and checks in on an attendance app. For part of the day, students work independently, using iPads and Chromebooks, on “playlists” of activities that teachers have selected to match their personal goals. Data about each student’s progress is captured for teachers’ later review. Classrooms are recorded, and teachers can flag important moments by pressing a button, as you might TiVo your favorite television show.

The idea is that all the data from this network of schools will be woven into a smart centralized operating system that teachers will be able to use to design effective and personalized instruction. There is even a recommendation engine built in.
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How To Create Differentiated Online Training

How To Create Differentiated Online Training | digitalNow | Scoop.it
Differentiated online training acknowledges that your employees have multiple paths for learning; that means that it can adjust to fit individual needs by using different online training methods, approaches, and tools, in order to provide information in a variety of ways most appropriate to them. Differentiation does not regard time, as in synchronous and asynchronous learning, but rather the following online training “elements”:

Differentiation of online training content.
It allows the employees to start at different places in their online training content, as well as proceed at a different pace.
Differentiation of online training approach.
It emphasizes the variety of learning modes, as does, for instance, the theory of multiple intelligences.
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The best strategy for managing disruptive innovation in higher ed

The best strategy for managing disruptive innovation in higher ed | digitalNow | Scoop.it
If a traditional college or university wants success for its implementation of a disruptive innovation, make sure that it’s not subject to the same guidelines and strategies currently in place.

In other words, disruptive innovation success means implementation via an autonomous subunit.

This finding is part of an analysis of two university case studies that tried to successfully integrate the disruptive innovation known as “work-focused learning,” which (in the UK especially), is a learning model offered to undergraduate students who want to earn an undergrad degree in three years but are unable to stop working full or part-time and cannot obtain that degree through conventional routes.

At one university, the model of work-focused learning was initially an autonomous subunit of the institution’s traditional mission and management. At the other university, work-focused learning was integrated as part of the institution’s traditional teaching mission and model.
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Checklist: The first 90 days after a joint venture announcement

While the launch activities for a complex JV are quite extensive, experience shows that the following key dozen actions should be on every project director’s list:
Embark on detailed planning of the structure of the JV, as well as the provisions that are to be included in the charter documents (i.e., shareholders’ agreement) and operational plans and policies.
Conduct a full audit and assessment of the resources (i.e., technological, informational, strategic, physical and human) that are owned or controlled by both of the parties and determine their suitability and availability for the JV.
Interview key players from each party to identify concerns about the proposed JV and any challenges, as well as establish processes for developing strategies to address and overcome potential problems.
Establish an ongoing program to secure the commitment and ongoing engagement of key players from both of the parties at the beginning of the JV review and formation process.
Identify the business and financial goals and objectives of each party with respect to the JV and incorporate alignment into the planning process.
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The 2015 Square IPO and Jack Dorsey's long road of reinvention

Square may have been a victim of that mindset. The company’s hype cycle began in 2009 when Dorsey, who had left Twitter after being pushed out of the CEO role, introduced a sleek, white credit-card reader that plugged into a mobile device to allow anyone with an iPhone or Android smartphone to accept credit card payments. Top venture capital firms on Silicon Valley’s Sand Hill Road poured money into the company, including Khosla Ventures, Sequoia Capital, and Kleiner Perkins. (Even Virgin Group founder Sir Richard Branson invested.) Flush with cash, Square was able to attract some of the Valley’s most talented operators, product managers, and engineers, including Keith Rabois, Megan Quinn, Sarah Friar, and Gokul Rajaram.
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61% of Consumers Prefer Companies With Custom Online Content

61% of Consumers Prefer Companies With Custom Online Content | digitalNow | Scoop.it
Content marketing campaigns have become essential for marketers to engage audiences and generate leads. In fact, more than half of all consumers are more likely to buy from companies that create custom content.

But one of the biggest challenges B2B and B2C marketers face is measuring ROI. Only 27% of marketers track content metrics effectively.

SEE ALSO: 10 Rising Social Networks You Should Explore

Luckily, the folks at Captora created a graphic visualizing new data on metrics of success, which types of content have the highest ROI, the best days to share content on social media and more.

Take a look at the infographic below to help organize your content marketing goals and make strategic decisions about effective content.
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The Definitive Guide to Optimizing Your Local Landing Pages

The Definitive Guide to Optimizing Your Local Landing Pages | digitalNow | Scoop.it
Go Mobile First

As we stated earlier, more than half of over 100 billion monthly search requests is coming from mobile devices , Google stated in May.

Just a few months ago, Google began rewarding websites that are mobile friendly, putting webmasters of desktop-only websites into a frenzy. As “Mobilegeddon” took hold, millions of websites were overhauled so as not to lose their precious Google rankings in search results.

No matter what product you sell, mobile needs to be highly prioritized. Your site should have a mobile-only interface or a responsive interface, where one website fits all screen sizes.
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Breaking the Rules of Innovation

Breaking the Rules of Innovation | digitalNow | Scoop.it
Successful innovators also understand basic laws of economics. One law is almost universally understood. A business, or innovation has to eventually make money or it will not survive. Edison showed that he understood this principle when he stated, “Anything that won’t sell, I don’t want to invent. Its sale is proof of utility, and utility is success.”  A creative idea that you can’t sell is not an innovation, it is just a creative idea.

Possibly the most famous innovation that does not yet exist is the hover board from the movie “Back to the Future II”. By 2015 skateboards were to be replaced with hover boards and we would be floating across the ground. People have been working on this innovation for a long time.  While progress has been made, we still cannot float across the parking lot. Who will be able to develop this innovation:  It will be he person who clearly understands the law that his product is working against–the Law of Gravity. You are not going to be able to break this law, but the solution may come in working around it, or maybe bending it. Success may even come from using the law that appears to be stacked against you to your advantage.
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Imagination is Everything

Imagination is Everything | digitalNow | Scoop.it
Edison stated that, “Inventors must be poets so that they may have imagination.” So while he did not say that imagination was everything, he did say it was a “must.” A must is a requirement. It is more than a key ingredient; it is an essential ingredient.

The next question is, if it is an essential ingredient, how much of innovation is imagination? Edison answered this question with, “Genius is 1% inspiration and 99% perspiration.” So while imagination is essential, it is only a small part of having a successful innovation. What people often miss is that most of the time innovation is work. A dream is required, but without the perspiration, it is just a dream.

So, keep imagining and dreaming and looking for inspiration for innovation. In many ways, it will be everything for your innovation. And if you work your dream, you never know what you will find.
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