On July 14, 2015, the International Delegation comprised of the United States, the United Kingdom, Germany, France, Russia, China, and the European Union, reached a comprehensive agreement with Iran on the future of its nuclear program. Almost immediately after the deal was announced voices from all sides began to pronounce the defects and benefits of this fledgling agreement. All the pros and cons have likely been expressed and so this article isn't about the agreement, rather it's about the position of the United States as a leader in the 21st Century.
Something remarkable happened in the three years between 2008 and 2011 that fundamentally challenged our perception of leadership. It has caused such a revolutionary shift that we could soon look back on the very notion of leadership in the same way we now view the strict rules of 18th and 19th century etiquette: a slightly curious relic of an older age that stifled self-expression and personal growth.
The event that began seven years ago was the sudden explosion of social media. Facebook, which was launched in 2004 and had enjoyed steady growth, took off leaping from 50 million to one billion users between 2008 and 2011. Twitter stormed from six million to 500 million. YouTube users went from uploading 13 hours of video every minute to 48 hours every minute.
This all meant that in the space of just three years, the proportion of all internet users on social media sites rose from 30 per cent to 65 per cent.
Traditionally, the meaning of Gamification is nothing but, a usage of gaming techniques, mechanics and thinking in a non gaming context. If we go a little deep from work point of view then, in simple words Gamification is to make work fun.
The qualities of effective leadership can be paradoxical—requiring effective leaders to be passionate and unbiased, detailed and strategic, hard driving and sustainable, fact-focused and intuitive, self-confident and selfless—often at the same time. Such complexity is rarely found in leaders even under optimal conditions. As we move toward 2050, new contexts and conditions are poised to emerge that will create challenges beyond the abilities of most leaders or any single nation to manage. This powerful contextual shift—a time of great stress and constraint—has the potential to drive a new and more complex stage of human culture and consciousness to meet these challenges.
I believe the easiest way to explain leadership is through examples. History is rich with illustrations of all kinds of leadership, both good and bad. Personally, I gravitate toward the military kind, because that’s what I know and have dealt with my entire adult life. Military leadership is also some of the most dynamic and dramatic, because it can often mean the difference between life and death, victory and defeat.
The Civil War is rife with examples of spectacular leadership failures, particularly amongst the northern forces. Most historians agree that President Abraham Lincoln was cursed with poor generals for the majority of the war, who handed loss after loss to him until General Ulysses Grant took over the Army of the Potomac in 1864. General John Pope, General Irvin McDowell, General Joe Hooker, and General Dan Sickles are but a few shining examples of colossal failures for the Union cause at multiple points during the war.
Fairy tales help children to answer basic existential questions, like who am I, what is the good life, where do I belong? Through fairy tales they learn to navigate reality and survive in a world full of ambiguities and dangers.
In Hilary Scarlett’s Melcrum article of February 2013, Neuroscience – helping employees through change, she described some of the insights neuroscience is bringing to why people find organizational change difficult, and more usefully, what we c
An understanding of what exactly constitutes emotional intelligence is important not only because the capacity is so central to leadership but because people strong in some of its elements can be utterly lacking in others, sometimes to disastrous effect.
Still, it is sign that the field is reaching a certain level of maturity that we are beginning to see some counterarguments. Most notably, a Wharton professor, Adam Grant, who in his own research has reported a lack of correlation between scores on tests of emotional intelligence and business results. While Goleman and others contest his methods, Mayer himself pointed out in 2002 HBR article that “emotional intelligence isn’t the only way to attain success as a leader. A brilliant strategist who can maximize profits may be able to hire and keep talented employees even if he or she doesn’t have strong personal connections with them.” But building those strong connections is still probably a safer bet than ignoring them.
Before you sign up for one more intensive, introspective “know yourself” leadership training course, take a look at the new trend in leadership development.
“My research shows that today’s focus on introspection, reflection and self- knowledge is misguided – if anything it blinds us to the thing that really could help us develop,” says Herminia Ibarra, the Cora Chaired Professor of Leadership & Learning at INSEAD in France in her new book, Act Like a Leader, Think Like a Leader (Harvard Business Review Press). Instead, Ibarra says executives should use something she has termed “outsight” – getting out of their daily work-only routine and placing themselves in situations that will given them a fresh perspective and new information on their work, their networks, themselves, as well as on future possibilities.
Habits of mind Uncertainty can’t be solved with pat procedures; it takes new habits of mind to lead the possible. In our experience, three such habits stretch the capabilities of leaders and help them not only to lead the possible but also to delight in it. ~ McKinsey
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