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Leadership Skills: 4 Traits Of The Worst Communicators

Leadership Skills: 4 Traits Of The Worst Communicators | Leadership, Management and EVOLVABILITY | Scoop.it


Not knowing how to communicate effectively can cripple your business. Improve your communication skills by recognizing and fixing the problem.


To improve how you communicate as a leader, you need to increase your self-awareness of your communication habits.


Start by looking over the four worst communication traits that follow.



How many sound like you?


1. Not being aware of your body language...

2. Being a "Type A" communicator...


3. Always wanting to be right...


4. Having a "fix it" mentality...



✵ Practice Quiet Leadership...





✵ The six steps of quiet leadership are:


1. Let them do all the thinking...

2. Listen for potential...

3. Speak with intent...

4. Dance toward insight...

5. Create new thinking...

6. Follow up...



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Mhd.Shadi Khudr's insight:


Many thanks to @Chris Williston


Don Cloud's curator insight, October 17, 2013 9:52 PM

Sometimes leaders may not realize that the source of the communication problem is themselves.  Leaders must be mindful that the responsibility for effectively communicating with your people starts and ends with you.  Great insights on what not to do and recommendations on what to do instead to be a better communicator.

Mhd.Shadi Khudr's comment, October 18, 2013 8:18 AM
All the very best
Mhd.Shadi Khudr's comment, October 30, 2013 11:08 AM
Leadership, Management and EVOLVABILITY
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◁▶Innovation Leadership ☛☕☜

◁▶Innovation Leadership ☛☕☜ | Leadership, Management and EVOLVABILITY | Scoop.it

Not long ago, strategy was king. Forecasting, planning and placing smart bets created the power sources within organizations.

The future of a business (or a career) could fit into an established framework or system. If managed well, success would follow. Today, uncertainty is palpable.

Planning for next quarter is a challenge. Even more difficult is committing to decisions that will play out in one to five years.

What is the new process, the innovative product, the game-changing service or the compelling vision?

In the words of one senior executive: “We’ve lost our crystal ball.


☛ What leaders need now is Innovation Leadership...

They need it for themselves, as they learn to operate in challenging, unpredictable circumstances.

They also need to create a climate for innovation within organizations. Innovative systems, tools and thinking are essential for organizational health and future viability.


Underlying the pressure to adapt — as individuals and organizations — is the need to innovate. But how? 


<> Innovation leadership has two components <>

 1- An innovative approach to leadership:

This means to bring new thinking and different actions to how you lead, manage and go about your work...


2-  Leadership for innovation:

Leaders must learn how to create an organizational climate where others apply innovative thinking to solve problems and develop new products and services. It is about growing a culture of innovation, not just hiring a few creative outliers....


Business thinking vs. innovative thinking

Today’s managers are not lacking ideas, theories or information. They have extraordinary knowledge and expertise. They are skilled practitioners of traditional business thinking.


△▲Six innovative thinking skills△▲

✏  Designers ask questions like how do we make something beautiful and usable?

✏  How does it mechanically go together?

✏  How do we reflect the brand?

✏  Leaders ask questions such as, What are we trying to achieve and why?

✏  How do we accomplish our goals?

✏  What people and resources do we need to make it happen?

By weaving together the leadership process with the design process, CCL and Continuum have identified six innovative thinking skills:

◁ Paying Attention…

◁ Personalizing…

◁ Imaging…

◁ Play…

◁ Collaborative…

◁ Inquiry…

◁ Crafting…



F. Scott Fitzgerald once said, “The test of a first-rate intelligence is the ability to hold two opposing ideas in the mind at the same time and still retain the ability to function.”

Experiment with innovation

 In our work with people across industries, functions, experience and background, we’ve learned that everyone has the ability to develop and use innovative thinking skills:

➹ Reframe the challenge…

➹ Focus on the customer experience...

A deeper understanding of your customer comes from interacting with him or her in his or her real environment.


➹ Practice rapid prototyping…



☕ Leadership for organizational innovation requires ☕

☕ Organizational Encouragement…

☕ Lack of Organizational Impediments…

☕ Leadership Encouragement…

☕ Sufficient Resources…

☕ Realistic Workload…

☕ Freedom…

☕ Challenging…

☕ Work…

☕☕☕ Teamwork and Collaboration…


A call for innovation leadership Businesses, institutions and communities are feeling the limits of their standard processes. The added burdens of economic pain and widespread uncertainty have leaders everywhere looking for new ways forward.

Innovative leadership — the use of innovative thinking and the leadership that supports it — is the key to finding what’s new, what’s better and what’s next…


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Mhd.Shadi Khudr's comment, February 20, 2014 12:09 PM
Kindest regards
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Nurses Making Policy: From Bedside to Boardroom

Nurses Making Policy: From Bedside to Boardroom | Leadership, Management and EVOLVABILITY | Scoop.it

There is a plethora of policy books on the market, but none illustrate the steps in the policy process better than this one.

The high caliber editors and contributors, all of whom have been involved in policy work, bring years of experience to illustrate the key points...

This publication is timely as the shift in healthcare requires input from all health professionals, but especially nurses who are at the frontline of healthcare change and delivery.

This outstanding resource will help motivate many more nurses to get involved in the policy process...

Weighted Numerical Score: 93 - 4 Stars!"--Doody's Medical Reviews Written by those in the know–exceptional nurse leaders in practice, education, and politics–this is a practical, "how-to" book written to help advanced students and nurse leaders develop health policy skills to advocate for patients from the bedside to the larger political arena.

Co-published with the American Nurses Association (ANA), the book examines the pivotal role of nurses' involvement in health policy and describes the requisite steps for facilitating policy change–from understanding the political system through activating a plan and beyond.

It features the voices of a wide variety of nurse leaders who discuss policy work both locally and nationally through descriptive case histories.

The book discusses those qualities and skill sets that are needed for advocacy at the bedside and other arenas where health policy is determined.

It examines the political system and opportunities for nurse involvement, and clarifies the process of identifying issues that need a policy solution. Because citing research is an integral component of health policy solutions, the book describes how research can be used to strengthen policy initiatives.

The book guides the reader step by step through the process of creating a work plan and describes the resources needed to accomplish policy change.

Activating an action plan and strategies for working with the media are covered, along with the process of taking a leadership role, evaluating outcomes, using policy to eliminate health inequities, and maintaining and expanding momentum.

Woven throughout the book are the major themes of ethics, leadership, safety, and the quest for quality of care.

The text provides information and perspectives relevant to the American Association of Colleges of Nursing (AACN) doctor of nursing practice (DNP) Essentials, and includes multimedia electronic links to resources (podcasts, online articles, social network resources, and key political websites) that promote policy research and leadership development.


  • Delineates the steps to becoming a policy advocate in organizational, educational, and political settings...

  • Written by noted nurse leaders who describe policy work locally and nationally...

  • Presents competencies for nursing policy work derived from the AACN DNP Essentials...

  • Focuses throughout on themes of ethics, leadership, quality, and safety ...

  • Facilitates web use for policy research and development...

  • Ancillary materials from the editors are available...

>> Review

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Statistical Leadership: Preparing Our Future Leaders

Statistical Leadership: Preparing Our Future Leaders | Leadership, Management and EVOLVABILITY | Scoop.it

ASA President Robert Rodriguez explains our need for statistical leaders and offers ways to develop leaders of the future.

When you think of statistical leaders, what examples come to mind? Do you think of a preeminent researcher, a department head, or an elected officer in our association?

All these are important, but an even greater variety of leaders is essential to the vitality and visibility of our profession...

Why Is Statistical Leadership Critical?

Leadership ability is a prerequisite for the growth of our field because statistics is an interdisciplinary endeavor and our success ultimately depends on getting others to understand and act on our work...

How Can We Prepare More Leaders?

We face a shortage of statistical leaders both within our profession and within the organizations in which we work.

One reason is that statisticians are not trained for leadership—which is why most of us who do serve in leadership roles landed there unexpectedly!

A second reason is that many of our students and younger statisticians are non-native English speakers who have had limited opportunities for early leadership experience...

Teaching Scientific Communication Skills
The ability to communicate clearly with a variety of audiences is essential not only for statistical leaders, but also for statisticians... who work in interdisciplinary environments....

Leadership Development After Graduation

Statistical leadership requires a collection of skills, almost all of which can be acquired and improved upon over time...


>>> Supportive >>>  What Leaders Do


  1. Create the direction.

  2. Communicate the direction. 

  3. Set people up for success. 

  4. Catch people doing things right.

Learning To Lead

Despite the myth that leaders are born, not made, you can certainly learn to be a leader. However, don’t make the mistake of thinking of leadership as a narrow technical skill. Effective leaders not only know how to lead, they also have substantial business knowledge. They understand how business works in general, how it works for a specific industry and how it works for their company. They understand strategic planning (the process for arriving at change objectives) and strategic deployment (the process of implementing strategy)... URL



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The Tao of Leadership

The Tao of Leadership is an invaluable tool for anyone in a position of leadership.

This book provides the most simple and clear advice on how to be the very best kind of leader: be faithful, trust the process, pay attention, and inspire others to become their own leaders. Heider's book is a blend of practical insight and profound wisdom, offering inspiration and advice.

In the fifth century B.C., the Chinese sage Lao Tzu set down the laws of effective leadership that he had discovered after years of meditation and careful observation.

He called his invaluable teachingTao Te Ching, which translates as 'The Book of How Things Happen', and addressed it to the wisest, most powerful leaders of his day.

Knowing how things happen gives the leader more power and ability than all the degrees and titles the world can offer. 

The principles within this program are for anyone who aspires to leadership, whether in business, politics, government, school, church or family.

Through a combination of excerpts from the Tao Te Ching, juxtaposed with contemporary examples that illuminate the quotations, The Tao of Leadershipinstructs listeners in the art of governing through the skillful management of human resources. 

Now the book on Amazon for 0.01 $ (:


Bonus I:


Bonus II:

Eating the menu rather than the dinner:
Tao and Leadership http://bit.ly/1EjmfVo

Book Review:


Bonus III:

Principles of Leadership: Excerpts from The Tao of Leadership By John Heider  http://bit.ly/1QF4y9m






Surveillance and the Tao of leadership: a perspective from the United States. http://1.usa.gov/1EjlR9w

Mhd.Shadi Khudr's comment, April 29, 9:22 AM
Kindest regards to John Lasschuit ®™ and Ricard Lloria.
Ricard Lloria's comment, May 4, 2:36 PM
You´re always Wellcome Mhd. Shadi, Have a great Week to you and John. Hugs
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President Ronald Reagan's insights on the 'Alien'

President Ronald Reagan mentions Alien Threat at Fallston, UN & National Strategy Forum...

Please, regard and contemplate the essence and crux of the message. 

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Public managers as multi-rational managers ⌂

Public managers as multi-rational managers ⌂ | Leadership, Management and EVOLVABILITY | Scoop.it

Propositions on the effective management of multiple rationalities

    By Prof. Dr. Kuno Schedler

The increasing blurring of the borders between government and non-government organisation forms in the provision of public services leads to new types of organisations. More and more, however, hybrid forms emerge in which there are not only clashes between different interests but also between differing rationalities.

This paper focuses on the permanent phenomenon of multiple rationalities in hybrid organisations and attempts to structure it.

In doing so, it develops a semantics for the observation and discussion of multiple rationalities on whose bases further conceptual debates can be conducted.

 Multi-Rational Management in Public Organizations

 On Multi-rational Management:

Multi-rational Management explains the concept of multirational management and illustrates it with many practical examples.

It has primarily been written for 'reflective practitioners', i.e. those executives who continually think about their organisation and their own roles in that organisation.

It provides students of organisation and management with a valuable foundation for learning to 'read' pluralist organisations.

More and more, organisations are confronted with an environment from which they receive contradictory demands and expectations.

 Professor Kuno Schedler explains the concept of multi-rational management and its relevance to practice and research.


♦♦ Bonus:  The Book

Multi-rational Management Mastering Conflicting Demands in a Pluralistic Environment



Sample Chapter 


Post Image: http://bit.ly/17AwSqL


Kuno Schedler is Professor of Public Management and Director of the Institute for Systemic Management and Public Governance (IMP-HSG) at the University of St. Gallen, Switzerland. 

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The 100th Monkey Effect and the Law of Critical Mass

"If you ever doubt if one person can make a difference, just remember this clip."

What is the 100th Monkey Effect all about?




Highly Supportive: 





An unexpected Bonus in passing: 


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Insights on ▲▼Leadership & Narcissism▲▼

Insights on ▲▼Leadership & Narcissism▲▼ | Leadership, Management and EVOLVABILITY | Scoop.it

In most circumstances, narcissism doesn’t go over well. We tend not to like individuals who exhibit arrogance or too much dominance or hostility—all traits associated with the narcissist. But there’s one big exception to the rule: leadership...


For some reason, when we rate narcissists on leadership qualities, we put them up there with the best, ranking them high on those attributes that we think make a good leader and happily putting responsibility into their hands.


And it actually kind of makes sense. Some of the same characteristics that signal good leadership—confidence, authority, dominance—also make for a narcissistic personality type. But is narcissism actually a good quality in a leader?



¿ Narcissistic leaders hinder information flow


¿ What is necessary for optimal decision results?


¿ The mark of a good leader



Perhaps it’s time to reassess what qualities we stress in a good leader—and what qualities we perceive as signs of weakness.


The gap between reality and perception is a persistent one – and one that leaves us with leaders who may look to be the picture of effectiveness but are actually the very things that are keeping true effectiveness from being fully realized...


What is Narcissism?

Narcissism is most often described as unhealthy and destructive…"narcissistic leadership can be driven by unyielding arrogance, self-absorption, and a personal egotistic need for power and admiration…




Define Narcissistic Leadership?

Narcissistic leadership is a leadership style in which the leader is only interested in him/herself. Their priority is themselves - at the expense of their people/group members. This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility. It is a sufficiently common leadership style that it has acquired its own name...



Tell me more about the narcissistic leader

Narcissistic leaders are those who are concerned only with their own self-actualisation, social standing and place in the world – they are self-absorbed and take actions to improve these factors, even if it’s at the expense of other people.



¡ 10 Traits of Narcissistic Leaders

1. When leaders think others are there to serve them instead of vice versa. This reverses the principle in

2. When leaders want the perks of the ministry without the pain of the ministry. 

3. When leaders put their own needs before the needs of the organization they lead. 

 4. Leaders who are self-indulgent when it comes to the material things of this world. 

5. Leaders who look for close relationships with those who pander to them and avoid those that confront them. 

6. When leaders view people as objects to use for their own advantage

7. Leaders who are uninterested in other people’s problems. 

8. Leaders who rarely give in to other people’s ideas. 

9. Leaders who cannot have intimate emotional connections with close associates or their spouses. 

10. Narcissistic leaders are more vulnerable to sexual sins. 



Can Narcissistic leadership be toxic?




Narcissistic leadership can be toxic to organisational success as decisions are made based on the individual’s own needs rather than those of the organisation. This damaging effect is more acute if the leaders are senior, as the types of decisions they make have more potential to hurt the organisation.


In corporate situations, narcissistic leaders will surround themselves with co-dependents who are used to help the narcissist achieve his or her agenda. Without these ‘cronies’ there may be too much organisational oversight for narcissistic leaders to be able to push forward with their own agenda.




Ronald E. Riggio, Ph.D. asks, on Cutting-Edge Leadership, whether All Leaders are Narcissists!


Some leaders are clearly narcissists. Is narcissism good, bad, or neutral? 












>> On effectiveness, utility and success:








Working with a Narcissistic Leader

The delicate dance of effectiveness amid ego, by James Patrick



Also:  http://bit.ly/1HeePDL


But see: http://bit.ly/1Hef69L



The Incredible Pros, the Inevitable Cons





Grijalva et al. 2014 provide a very interesting Meta-Analytic  A Meta-Analytic Review of Linear and Nonlinear Relationships: Narcissism and Leadership.



Illinois professor of psychology Emily Grijalva and her research team analyzed past research studies on narcissism and its relationship to leadership to find that the most effective leaders have moderate levels of narcissism… Prof. Grijalva argues that Narcissism – to a point – can make a more effective leader, researchers find





Ahaa! When good leaders turn bad: the dual face of narcissistic leadership





Still the burning question is: Narcissistic Leadership: Good Over the Long Haul?




The Bonus of Bonuses in the spirit of the Weihnachten…




Post ImagE: http://bit.ly/1x0GxAU

Mhd.Shadi Khudr's insight:


Ricard Lloria's comment, December 30, 2014 2:00 PM
Have a happy new Year Mhd. Shadi. =)) Hugs
Ivon Prefontaine's curator insight, December 30, 2014 7:44 PM

In a narcissistic world and workplace, there can only be one person's way of doing things.



Mhd.Shadi Khudr's comment, January 2, 8:40 AM
Ricard Lloria :) Thanks a lot. All the very best for you and your beloved ones.
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Ethics and Leadership in Times of Chaos

Jean was employed by the Canadian Red Cross for over 25 years before joining RRU last March.

She began her involvement with disaster response 20 years ago with the Edmonton Tornado.

She returned in the spring of 2007 from a two year posting in Indonesia, as the Country Representative for the Canadian Red Cross tsunami program.

Working with some of the worst tsunami affected areas, Jean lead a team of over 120 people to improve the living conditions of those displaced by the tsunami, and provide safe permanent housing and other supports, enabling the return of over 15,000 beneficiaries to 30 villages in Aceh, Indonesia.

Mhd.Shadi Khudr's comment, June 10, 2014 8:34 AM
Kind regards
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Why Great Leaders Make Bad Managers - and That's OK

Why Great Leaders Make Bad Managers - and That's OK | Leadership, Management and EVOLVABILITY | Scoop.it

Leadership and management are very different skills.

Yet most of the time, we expect corporate executives to wow us with their detail-oriented approach to management and then suddenly metamorphose into visionary leaders the moment they’re promoted.

It doesn’t usually work out, says Annmarie Neal, the author of the forthcoming Leading from the Edge (ASTD Press, 2013).

“A leader is somebody who sees opportunity and puts change in motion.

A manager is somebody who follows that leader and sees how to structure things to create value for the company,” she says.

“I’ve found that the best leaders weren’t really good managers. Yes, they understood the discipline, but they weren’t the best accountant, or the best technical person, or the best brand manager.

They can do it, but they have a way of [thinking about the issues] at another level.”...




Do you believe leaders must also be great managers? Does it matter?

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Transforming a Conservative Company—One Laugh at a Time

Transforming a Conservative Company—One Laugh at a Time | Leadership, Management and EVOLVABILITY | Scoop.it

We’re a company—maybe like yours—where having fun was long viewed with suspicion. Sure, a lot of start-ups and Silicon Valley companies have wild and crazy cultures, with pillow fights around the foosball table the order of the day. But ours is a traditional, Midwestern manufacturing company, one that didn’t even allow employees to have coffee at their desks until 1989.

Although we pride ourselves on our technological innovation, we make industrial signs and other identification products, not PalmPilots or rainbow-colored iMacs. We are an old-line company that has always taken business very seriously—again, maybe like yours.

So perhaps it comes as a surprise that, for the past seven years, we’ve made fun an integral part of the culture at Brady Corporation—not simply as an end in itself but for serious business reasons. We’ve found that getting people to loosen up and enjoy themselves has numerous benefits. It can break down jealously guarded turf boundaries.

It can foster an esprit de corps throughout the company and greater camaraderie on teams.

It can start the conversations that spark innovation and increase the likelihood that unpleasant tasks will be accomplished.

It can help convey important corporate messages to employees in memorable ways.

It can relieve stress—and, heaven knows, we can all benefit from that.




In the end, though, I think injecting a dose of fun into a corporate culture represents something much more significant. Certainly, it must be done with care.

And it can’t be forced. But in the right spirit, selective—or even random—acts of fun can help transform an organization. Let me tell you how we did it at our company.

An Uptight and Cautious Culture




Upon taking over as CEO in 1994, I spent my first 90 days visiting all the offices and the manufacturing plants around the world to meet as many employees as possible.

Although I know I missed some third-shift folks in manufacturing, I probably shook hands with 80% of the workforce. Now it’s true that the people I met during those visits were justifiably guarded as they greeted an unknown CEO, the first to come from outside the company. Just the same, my overriding impression—despite some important cultural changes initiated by two CEOs who had succeeded Bill Brady after he stepped down in 1986—was that Brady people seemed unusually uptight and cautious.



>> While on the subject:



Post ImagE: http://bit.ly/1rimw5T

Mhd.Shadi Khudr's comment, September 27, 2014 2:12 PM
A bundle of best wishes roses to Ricard
Ricard Lloria's comment, September 30, 2014 6:42 AM
All the best Mhd . Shadi. Have a great week.
Mhd.Shadi Khudr's comment, October 11, 2014 6:47 AM
Cheers :) You too, Always
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The DNA Of Leadership: 3 Key People Every Successful Company Must Have

The DNA Of Leadership: 3 Key People Every Successful Company Must Have | Leadership, Management and EVOLVABILITY | Scoop.it

Success in business, of course, depends on so many factors.

There are external drivers of success as well as internal ones...

In this post I want to share with you one internal factor which I call the DNA of the leadership team.

Over the years I have worked with many successful (and some not so successful) companies, and I have observed that more often than not, the successful ones seem to have three main characters in their leadership team.

The DNA of your leadership team

Take a look at the leadership team of your company or a company you work with. Can you identify where each person falls in the leadership DNA?

D: A Dreamer — ...

N: A Number Cruncher — ...

A: An Accomplisher ...

Balancing the team for success

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✒ How To Lead Leaders ✍

✒ How To Lead Leaders ✍ | Leadership, Management and EVOLVABILITY | Scoop.it

Handling superstars is harder than you think. What you need to know.

If you’re lucky, you’ll get the chance to lead a leader. You know the type. They’re the ones who reliably surprise you.

They’re the superstars in your organization whose results consistently surpass not only their cohorts, but also your more senior and experienced players.

Not everyone enjoys or knows how to manage rising superstars. How do you nurture women and men with smarts, huge ambition and tendencies toward irreverence?

This month I went to the source to learn how rising superstars view their careers, ambitions and colleagues. Their answers might surprise you.

Rising superstars are hungry and have big appetites...

They are voracious learners...

They don’t see things the way you do, and they connect the dots differently...

They love high-capacity people with spark and loathe plodders...

They are not defined by their job titles...

Don’t be surprised: Stars rarely stay put...

Their greatest value lies outside the box...

Highly Supportive:





Leading has its challenges, but when your followers are powerful leaders you need to step up your game. Here are six helpful tips...

1. Prepare...

2. Manage Expectations...

3. Keep Everyone Equal...

4. Maintain Clear Priorities...

5. Step Out of Situational Conflict...

6. Be Firm but Gracious...


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Powerful Ways To Mold Your Children Into Leaders

Powerful Ways To Mold Your Children Into Leaders | Leadership, Management and EVOLVABILITY | Scoop.it

"Whether they spend the bulk of their days in the mailroom or the corner office, we want our children to grow to be courageous, passionate and authentic. We want their actions to inspire other people to be their best, to get more out of life than they ever thought possible."

                                                                              __Travis Bradberry

 Focus on the actions below, and you’ll build leadership in your children and yourself:

 Model Emotional Intelligence (EQ)

EQ is one of the biggest drivers of success in leadership positions.... Children who develop a high level of EQ carry these skills into adulthood, and this gives them a leg up in leadership and in life.

 Don’t Obsess About Achievement

Simply put, the best leaders surround themselves with great people because they know they can’t do it alone....

 Don’t Praise Too Much

Always show your children how proud you are of their passion and effort; just don’t paint them as superstars when you know it isn’t true...

 Allow Them To Experience Risk And Failure

The road to success is paved with failure. When you try to shield your children from failure in order to boost their self-esteem, they have trouble tolerating the failure required to succeed as a leader. Don’t rub their face in it either.

Children need your support when they fail. They need to know you care. ....That, right there, is solid character building for future leaders.

 Say No

Saying no to your children will disappoint them momentarily, but they’ll get over that. They’ll never get over being spoiled.

 Let Children Solve Their Own Problems

There’s a certain self-sufficiency that comes with being a leader. When you’re the one making the calls, you should also be the one who needs to stay behind and clean up the mess these create. When parents constantly solve their children’s problems for them, children never develop the critical ability to stand on their own two feet.

Children who always have someone swooping in to rescue them and clean up their mess spend their whole lives waiting for this to happen. Leaders take action. They take charge. They’re responsible and accountable. Make certain your children are as well.

 Walk Your Talk

To be authentic, you must be honest in all things, not just in what you say and do but also in who you are. When you walk your talk, your words and actions will align with who you claim to be. Your children will see this and aspire to do the same.

 Show You’re Human

To develop as leaders, children need to know that the people they look up to aren’t infallible. Leaders must be able to process their mistakes, learn from them, and move forward to be better people.

Children can’t do this when they’re overcome by guilt. They need someone—a real, vulnerable person—to teach them how to process mistakes and to learn from them. When you show them how you’ve done this in the past, you’re doing just that.

 Bringing It All Together

We can mold our children into leaders, but only if we work at it. Few things in life are as worth your time and effort as this.



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Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters ❂

Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters ❂ | Leadership, Management and EVOLVABILITY | Scoop.it

A groundbreaking and definitive work of evolutionary psychology that upends everything we thought we knew about leadershipWe are all leaders or followers—or both—and we can recognize leadership in almost every area of life.

But what makes a good, bad, or even outstanding leader?

Fusing psychology, business, evolutionary biology, and current affairs,...

Naturally Selected examines the evolution of leadership over several million years, from birds and bees to apes and humans, and presents a compelling new hypothesis:

the slow pace of evolution has resulted in a mismatch between modern leadership and the kind of leadership for which our Stone Age brains are wired.


Grounded in rigorous academic scholarship, written with journalistic flair, and full of fascinating examples drawn from politics, commerce, sports, and culture, this extraordinary, eye-opening book explains:

why tall presidential candidates usually beat short ones
why great athletes often make lousy managers
why we don't like working for huge companies
why women chief executives attract hostility
why middle managers are universally reviled

In doing so, Naturally Selected reveals how the psychology of leadership affects us all—and how we can change our lives by improving the ways we lead and follow.



 Book Review 1

     Book Review 2

 Book Review 3

>> Now on Amazon for $ 1.61


✺More on Mark van Vugt 

URL 1     URL 2 

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Lessons “The Art of War” Teaches You About Winning Life Battles

Lessons “The Art of War” Teaches You About Winning Life Battles | Leadership, Management and EVOLVABILITY | Scoop.it

The Art of War by Sun Tzu is widely regarded by many as not only a “bible” for the battlefield, but also a great source of lessons for life in general.

Life in itself is a constant struggle to, if not stay on top, at least make it through daily challenges, while making the most out of our resources.

Subject to personal interpretation, The Art of War can also be a great source of inspiration and guidance to web designers and developers in their work struggles.

Here are some key takeaways from The Art of War that you can apply in your personal life, work, and your quest for self-improvement:

"Attack is the secret of defense; defense is the planning of an attack."

"He will win who knows when to fight and when not to fight."

"One may know how to conquer without being able to do it."

"Anger may in time change to gladness; vexation may be succeeded by content. But a kingdom that has once been destroyed can never come again into being; nor can the dead ever be brought back to life."

"Let your plans be dark and impenetrable as night, and When you move, fall like a thunderbolt." "He will win who knows how to handle both superior and Inferior forces." "Ponder and deliberate before you make a move."

"There are not more than five primary colours, yet in combination they produce more hues than can ever been seen."

"Move not unless you see an advantage; use not your troops unless there is something to be gained; fight not unless the position is critical."

"If he sends reinforcements everywhere, he will everywhere be weak."

"If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle."

"Victorious warriors win first and then go to war, while Defeated warriors go to war first and then seek to win"

"There is no instance of a nation benefiting from Prolonged warfare."

"In the midst of chaos, there is also opportunity." "Never venture, never win!"

Final Words

Here’s one more passage from The Art of War for everyone to remember:

"If you know the enemy and know yourself, your victory will not stand in doubt; if you know Heaven and know Earth, you may make your victory complete."

Overall, what The Art of War tells us is that we need to be aware of ourselves and of others. By keeping an open mind to the things that are happening around us, we can make informed decision that will not only help us in our personal lives, but also at work.


Mhd.Shadi Khudr's comment, May 25, 1:48 PM
Ricard Lloria's comment, May 25, 1:54 PM
You´re allway Wellcome Mhd. Shadi. Have a great monday and the rest week. Hugs
Mhd.Shadi Khudr's comment, May 25, 2:01 PM
Kindest regards
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▒ Situational Leadership®

"A situational leader is anybody anywhere recognizes that influencing behavior is not an event but a process... The situational leader  is concerned about people... concerned about results and behaves in a manner where everybody wins"

                                 __Dr Paul Hersey  

The Hersey-Blanchard Situational Leadership® Theory

  • Created by Dr Paul Hersey, a professor and author of "The Situational Leader," and Ken Blanchard, author of the best selling "One-Minute Manager," among others.

  • The theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. 
  • Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully.


► Leadership Styles

  • Telling (S1) – Leaders tell their people what to do and how to do it.
  • Selling (S2) – Leaders provide information and direction, but there's more communication with followers...
  • Participating (S3) – Leaders focus more on the relationship and less on direction...
  • Delegating (S4) – Leaders pass most of the responsibility onto the follower or group...

 Maturity Levels

... knowing when to use each style is largely dependent on the maturity of the person or group you're leading.  Hersey and Blanchard break maturity down into four different levels:

  • M1 – People at this level of maturity are at the bottom level of the scale...
  • M2 – at this level, followers might be willing to work on the task, but they still don't have the skills to complete it successfully.
  • M3 – Here, followers are ready and willing to help with the task...
  • M4 – These followers are able to work on their own...

The Hersey-Blanchard model maps each leadership style to each maturity level, as shown below.



  • The simplicity of the theory makes it easy to apply.
  • The theory has simple scales that a leader can use to give a "thumb in the wind" assessment of what leadership style to use.
  • Maturity and competence of the group are often overlooked factors in good leadership and it helps to focus on these.


  • The theory may not be applicable to managers as administrators or those with limited power but in structurally in a leadership position.
  • There are situations in which the theory may be less applicable such as those involving time constraints and task complexity.
  • Testing of the theory doesn't seem to bear out the predictions


More on the model:



Supportive Resources: 










MyKLogica's curator insight, April 6, 12:01 PM

Quien mejor para hablar del proceso que se desarrolla con el Liderazgo Situacional, que uno de sus creadores.

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How to Manage ►Virtual Teams ◄

How to Manage ►Virtual Teams ◄ | Leadership, Management and EVOLVABILITY | Scoop.it

With appropriate processes, virtual teams can even outperform their colocated counterparts.

To succeed, however, virtual collaboration must be managed in specific ways.

Most teams are dispersed on some level. They can be spatially separated (from “across the hall” to “scattered worldwide”), temporally separated (spanning different time zones), configurationally uneven (for example, five members in one location and two in another) and culturally diverse. And as past research has repeatedly shown, even the smallest degrees of dispersion, such as working on different floors in the same building, can greatly affect the quality of collaboration.

....the performance of 80 software development teams with varying levels of dispersion was investigated , including those with members in different cities, countries or continents.

Such geographically distributed teams have commonly been referred to as “virtual” teams, but that label is something of a misnomer, because these groups are very real with respect to the work they can accomplish.

The findings show that virtual teams offer tremendous opportunities despite their greater managerial challenges. In fact, with the appropriate processes in place, dispersed teams can significantly outperform their colocated counterparts.

★ The Bright and Dark Sides of Dispersion

A team’s level of dispersion is neither preordained nor fixed; rather, it is an organizational design parameter that companies can set and adjust. When making such decisions, managers should take into consideration the various pluses and minuses of separation. 

For Example: 

Not surprisingly, several studies have found that collaboration across distance is more difficult than in a colocated environment. In contrast, proximity tends to promote more frequent communication and the development of closer and more positive interpersonal relationships. 

★ Performance of Dispersed vs. Colocated Teams

Most past studies have found that dispersion hurts performance. But given the fact that virtual teams have become an increasing reality for many companies, it behooves managers to understand how to maximize the benefits of dispersion while minimizing its disadvantages. Thus, this research investigated two fundamental questions:

(1) When do virtual teams outperform colocated ones? and (2) how should companies manage dispersed teams? 

 The Dos and Don’ts of Managing Dispersion

To boost the performance of its teams, a company needs to implement the appropriate mechanisms for boosting both socio-emotional and task-related processes.

Particularly for virtual teams, managers need to pay special attention to task-related processes that will capitalize on the specialized knowledge and expertise of such groups.

The following key lessons can help companies maximize the performance of their virtual teams:

 Don’t underestimate the significance of small distances....

☞ Emphasize teamwork skills...

 Promote self-leadership across the team....

 Provide for face-to-face meetings...

 Foster a “global culture"...

Conventional wisdom suggests that the performance of teams suffers with increasing levels of dispersion. Because of that, managers have typically viewed dispersion as a liability rather than an opportunity. But dispersion can provide substantial benefits if companies can take advantage of the diversity and varied expertise of team members at different locations.

In fact, the research reported here shows that virtual teams can outperform their colocated counterparts when they are set up and managed in the right way. In other words, a company can’t just assemble a dispersed team of top-notch talent and hope for the best; it also needs to ensure that the group has the necessary socio-emotional and task-related processes in place. Only then can virtual teams effectively integrate dispersed knowledge to take advantage of their cultural and structural diversity, thereby avoiding some of the drawbacks of dispersion while reaping its benefits.








 The Forbes Four Keys To Success With Virtual Teams 


Also See this useful study 


>> Super Bonus: 

 Ten Basic Principles via Harvard Business Review


 Cross Cultural Management in a Virtual Project Team Setting


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Mhd.Shadi Khudr's comment, February 27, 12:56 PM
Viva Ricard Lloria!
Ricard Lloria's comment, February 27, 1:24 PM
TYSM Mhd. Shadi, great curation always. Have a great weekend . Hugs
Mhd.Shadi Khudr's comment, February 28, 9:27 AM
Cheers! All the very best
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The Post-Capitalist Executive: An Interview with Peter F. Drucker

The Post-Capitalist Executive: An Interview with Peter F. Drucker | Leadership, Management and EVOLVABILITY | Scoop.it

Long past the age of retirement, HBR’s most widely read author refuses to slow down.

For half a century, Peter F. Drucker, 83, has been teacher and adviser to senior managers in business, human service organizations, and government.

Sometimes called the godfather of modern management, he combines an acute understanding of socioeconomic forces with practical insights into how leaders can turn turbulence into opportunity.

With a rare gift for synthesis, Drucker nourishes his insatiable mind on a full range of intellectual disciplines, from Japanese art to network theory in higher mathematics. Yet, he learns most from in-depth conversations with clients and students: a global network of men and women who draw their ideas from action and act on ideas.




HBR: Peter, you always bring ideas down to the gut level where people work and live. Now we need to know how managers can operate in the post-capitalist society.

Peter F. Drucker: You have to learn to manage in situations where you don’t have command authority...

Relatively co-related:


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Kenneth Mikkelsen's curator insight, February 1, 2:27 PM

In this article from HBR's May 1993 edition, Peter F. Drucker elaborates on how managers can operate in the post-capitalist society.

There are, as usual (after all is is Peter Drucker), many interesting points in this interview. Here's a few: 

  • You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change. Management textbooks still talk mainly about managing subordinates. But you no longer evaluate an executive in terms of how many people report to him or her.

  • Corporations once built to last like pyramids are now more like tents. Tomorrow they’re gone or in turmoil. And this is true not only of companies in the headlines like Sears or GM or IBM. Technology is changing very quickly, as are markets and structures.

  • More than anything else, the individual has to take more responsibility for himself or herself, rather than depend on the company. In this country, and beginning in Europe and even Japan, you can’t expect that if you’ve worked for a company for 5 years you’ll be there when you retire 40 years from now. Nor can you expect that you will be able to do what you want to do at the company in 40 years time.

  • Taking individual responsibility and not depending on any particular company. Equally important is managing your own career. The stepladder is gone, and there’s not even the implied structure of an industry’s rope ladder. It’s more like vines, and you bring your own machete. You don’t know what you’ll be doing next, or whether you’ll work in a private office or one big amphitheater or even out of your home. You have to take responsibility for knowing yourself, so you can find the right jobs as you develop and as your family becomes a factor in your values and choices.

Mhd.Shadi Khudr's comment, February 2, 1:45 PM
All the very best
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Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills

Classified: Food Bank Exercise Tests Students’ Leadership, Teamwork Skills | Leadership, Management and EVOLVABILITY | Scoop.it

The Wells Fargo room was transformed into a food bank Monday, its tables splayed with packages of pasta, cans of beans, and Vienna sausages.

Stuffing the food into boxes in the shortest amount of time with the least mistakes amidst a frenzy of changing demands and diminishing resources forced undergraduates to adjust leadership styles, rethink roles, and put lessons from Lecturer Frank Schultz’s Leading Strategy Implementation class into action.

Unlike other classroom role-playing exercises, Schultz says, the experiential “Think Now, Bag Later” activity did not depend on students’ acting ability.

“It showed them how they typically behave in organizations and allowed them to better appreciate their strengths and weaknesses in various organizational roles,” he explained.




A team managed by Nicola Roessler, BS 14, packed only seven boxes. She says her team’s downfall was a bottleneck in quality control and resources drying up. “We didn’t have enough kidney beans,” she says.

After the exercise, Schultz asked students if readings and lectures on how organizations work on projects were relevant to what the students experienced.

Did the student teams share resources sequentially, as in an assembly-line style, or reciprocally, where there needs to be more communication and coordination?

Students said the use of good organizational structure and communication could make the more complex, reciprocal relationships simpler and more manageable.

PricewaterhouseCoopers is using the 42 boxes of food stuffed by the students for a food drive to benefit the Berkeley Food and Housing Project, which is researching ways of developing a more efficient way to pack food...

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Follower Behavior and Organizational Performance: The Impact of Transformational Leaders

Follower Behavior and Organizational Performance: The Impact of Transformational Leaders | Leadership, Management and EVOLVABILITY | Scoop.it

This study sheds light on the mediating processes by which transformational leadership influences follower performance and innovation, respectively.

The authors hypothesize that transformational leaders boost follower performance by stimulating organizational citizenship behavior, whereas they enhance follower innovation by triggering controversial discussion of task related issues (debate).

On the contrary, the authors do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance and innovation, respectively.

Their hypotheses were confirmed in an empirical study of N = 91 leaders from 91 German companies.

Conclusions for leadership research are drawn.








>> What is Transformational Leadership?




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Mhd.Shadi Khudr's comment, August 1, 2014 9:42 AM
Super Duper Cheers
Ricard Lloria's comment, August 1, 2014 11:01 AM
Super Duper Cheers, have a great weekend Mhd. Shadi =))
Mhd.Shadi Khudr's comment, August 2, 2014 8:52 AM
Thanks so very much
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On Gestalt and Management: 1.Applying Gestalt Theory to Coaching

On Gestalt and Management: 1.Applying Gestalt Theory to Coaching | Leadership, Management and EVOLVABILITY | Scoop.it

The practice of professional coaching has grown dramatically over the past 10 to 15 years, with a proliferation of professionals and articles.

During this time, there have been only a few coaching articles that draw upon Gestalt principles for their theoretical base. 

This article focuses on two foundational Gestalt principles, contact and awareness, to demonstrate that Gestalt theory can offer a significant contribution to the field of professional coaching...

In web-published articles, Barber (2002) suggests that Gestalt theory can support a more holistic environment, which he believes is necessary for organizational success, while Duignan (n.d.) highlights the Gestalt principles of “figure/ground” and the “cycle of experience” as important informants of professional coaching.

In another web presentation, Bentley (2005) focuses on the improvisational aspects of Gestalt as a way of enhancing coaching skills. In a Newsletter of the Gestalt Institute of Philadelphia, Magerman and Brosan (2003) concentrate on the “use of self” as a tool for promoting authenticity, as well as on creative choices emerging from the “here and now.”

Chidiac (2008) highlights coaching success through the “use of self” and the “paradoxical theory of change...




  • Beyond Therapy: Practical Applications of Gestalt Principles...

  • Contact in the Coaching Process...

  • The Impact of Awareness Building on the Coaching Process...

> Highly Supportive: 



> What is the Theory of Gestalt about?

Gestalt is a German word meaning “see the whole.”  Gestalt practitioners use various methods to help individuals see different aspects of a work or other problem so as to provide an opportunity to understand the whole situation and to do something positive to solve the problem.



> Bonus: 


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Mhd.Shadi Khudr's insight:

Holism - the many faces of work and reality

"Often a person's identity, that wild inner complexity of soul and colour of spirit, becomes shrunken into their work identity. They become prisoners of their role.

They limit and reduce their lives (...) When you encounter them you meet only the role. You look for the person, but you never meet him."

(O'Donoghue 1997 p187-188)


Mhd.Shadi Khudr's comment, October 19, 2014 9:07 AM
Bestest :)
Ricard Lloria's comment, October 20, 2014 2:11 AM
All the best to you =)
Mhd.Shadi Khudr's comment, October 25, 2014 12:41 PM
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Managing culture change: can it ever be ethical?

Managing culture change: can it ever be ethical? | Leadership, Management and EVOLVABILITY | Scoop.it

Culture management is an area of human resource policy and practice where concern with ethical issues has been sparse.

There is some work on developing cultures that will uphold and promote ethical behaviour, and some examination of how aspects of organizational justice might be overridden by culture campaigns which “focus on shaping values related to performance without adequate regard for ethical and legal consequences”.

Maybe this lacuna exists because many of the advocates of culture management were schooled in corporate strategy or change management, where there is little attention paid to questions concerning the ethical integrity of managerial behaviour and its ethical consequences for employees. Indeed,

Drake and Drake suggest that many advocates of culture management regard humanitarian values, self- actualization, and individualism as receiving undue emphasis.

This is particularly worrying given that culture management is not only part of the repertoire of human resource management (HRM), but also a first order concern, setting the direction and “tone” for the rest of employment policy within an organization...

In HRM it provides the frame of reference within which such processes as recruitment, selection and assessment, performance and reward management and development take place.

As culture management initiatives are usually attempted when the organization has to confront some major change in its business environment, their growing frequency over the last ten years makes consideration of the ethical domain very urgent.

This article intends to address corporate culture management as an ethical issue by: 

• considering the claims made to justify corporate culture management;

• identifying where ethical issues might arise in the process of corporate culture change; 

• illustrating these issues by reference to two recent cases of corporate culture change; 

• reflecting on an ethical framework that can be used to interpret and potentially guide corporate culture management initiatives. 

The article concludes that corporate culture management is arguably the most difficult area of HRM in which to achieve ethical behaviour.

>> Should read:

  • Ethics, Virtuousness, and Constant Change




  • An insight on the Ethics of Managing Change:


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Mhd.Shadi Khudr's comment, August 29, 2014 5:56 PM
Best of regards
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▶ The Differences Between A Plan And A Strategy

Often times the words "plan" and "strategy" are used interchangeably in everyday conversations. But these words have different meanings.

>>> Strategy >>>>
- overarching method for reaching a goal
- dynamic in nature
- refers to a long-term effort
- evolves over time

>>> Plan >>>>
- static
- outlined steps designed to achieve a single objective
- most often short-term
- part of a longer-term strategy





No comment yet.
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Transformational Leader: A Must For Any Leadership Style

Transformational Leader: A Must For Any Leadership Style | Leadership, Management and EVOLVABILITY | Scoop.it

Leaders in politics, business and schools are faced with a plethora of decisions that need to be made for the sake of society.

A good leader, no matter the level or situation must possess the skills necessary to make sure a school or the like run as smoothly as possible towards attaining an agreed upon mission and vision.

The most efficient way to make sure this happens is to lead with a transformational or communal leadership style.

Is Transformational Leadership the New Socialism?...

Knowing When to Change...

Ethics and Transformational Leadership...

Pseudotransformational Leadership...




Problems with Community...

A leader is a vocabulary word that can have many different meanings and/or one's interpretation.

The nature and importance of leadership can be understood by looking at the leadership style of any leader at any level. The most effective type is one that reflects a transformational style.

A key paradoxical meaning to try and sum it up would be involvement. Get as many people as possible involved, listening to many views points on all issues, but not so many opinions as to create conflicts from everyone who has a thought.

There is not one best way to be a leader, yet transformational is the best for all situations. These leaders can and do promise the opportunity for change to advance politics, education, business and society.

Super Supportive on Transformational Leadership:



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Leader vs Leadership

Leader vs Leadership | Leadership, Management and EVOLVABILITY | Scoop.it

Bolden (2004), suggests that styles based on characteristics, traits or behaviours of leaders are less useful than models based on leadership attributes.

Additionally, leadership needs to be flexible to suit varying situations (situational leadership) and not restricted by the characteristics of a leader’s style.

Leadership skills therefore need to be drawn from a range of abilities rather than characteristics.

There may also be other considerations when choosing the most appropriate leadership approach (Mind Tools, 2008):  

✤ The skills level and experience of the team    

✤ The work involved i.e., is it new and creative or routine?   

✤ The type of environment i.e., is it stable or radically changing? This will

be influenced by the current stage of the project    

✤ Preferred or natural behaviour 

Bryman (2007:2) stresses the importance of following facets of leadership at both departmental and institutional levels by:  

    ❉ Providing direction    

    ❉ Creating a structure to support the direction    

    ❉ Fostering a supportive and collaborative environment    

    ❉ Establishing trustworthiness as a leader    

    ❉ Having personal integrity 

“A good leader should see the future. You should have passion for yourself to understand more, to have knowledge, to have more information than others and then you will be more curious,”...

“Find your strengths and think about what you can do that separates you from others. You should always think about what you can do better.” Says Lee Haeng-hee, President and CEO of Corning Korea.

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Mhd.Shadi Khudr's comment, July 7, 2014 1:12 PM
Best regards