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Leadership - Social & Native
What does it mean to lead in the age of the connected customer and empowered employee?
Curated by Tom Hood
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Rescooped by Tom Hood from Just Story It Biz Storytelling
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Creating a Company Vision Story

Creating a Company Vision Story | Leadership - Social & Native | Scoop.it
Do you have a vision of where your company will be in three years? In five? 10? Here’s a sure-fire way to get clear about the future you want.

Via Karen Dietz
Tom Hood's insight:

The power of vision is so compelling and absolutely necessary in today's ADD world. Captured well here in the article, "A great vision is inspiring. It gets you and everyone in the organization excited to come to work; it's the cathedral everyone is coming to work every day to construct. This is not mere wishful thinking. A vision must also be strategically sound. You have to have a reasonable shot at getting there."


Intereting that this article shows up the weekend after we (our Business Learning Institute team) helped falitate a visioing process for the State of Maryland with the Chamber of Commmerce's Maryland Competitiveness Coalition this past Friday. Even states and nations need inspiring visions.

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Ali Anani's curator insight, September 11, 2013 3:25 AM

A must read. Fabulous article

Karen Dietz's comment, September 11, 2013 8:54 PM
How cool Linda! That must have been a real treat. And thank you Freddy and Ali for your comments.
Debra Walker's curator insight, September 11, 2013 11:30 PM

Visioning is critical for ensuring everyone in the organization can "see" the orgn in the future.  Stories are powerful!

Rescooped by Tom Hood from Coaching Leaders
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Management Is (Still) Not Leadership

Management Is (Still) Not Leadership | Leadership - Social & Native | Scoop.it

Insight from John Kotter about the difference between leadership and management.

 

The mistakes people make on the issue are threefold:

 

Mistake #1: People use the terms "management" and "leadership" interchangeably. This shows that they don't see the crucial difference between the two and the vital functions that each role plays.

 

Mistake #2: People use the term "leadership" to refer to the people at the very top of hierarchies. They then call the people in the layers below them in the organization "management." And then all the rest are workers, specialists, and individual contributors. This is also a mistake and very misleading.

 

Mistake #3: People often think of "leadership" in terms of personality characteristics, usually as something they call charisma. Since few people have great charisma, this leads logically to the conclusion that few people can provide leadership, which gets us into increasing trouble.


Via Kenneth Mikkelsen, donhornsby, AlGonzalezinfo, David Hain
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AlGonzalezinfo's curator insight, January 11, 2013 3:29 PM

Thank YOU!

David Hain's curator insight, January 12, 2013 3:37 AM

Lots of good sense.

Andrew Spence's curator insight, January 12, 2013 5:42 AM

Really clear, short article from John Kotter.  The 3 mistakes highlighted have caused enormous amount of damage, particularly the 3rd mistake, thinking of leadership in terms of personality characteristics.