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Making Work Better - Scott Berkun and The Future of Management

Making Work Better - Scott Berkun and The Future of Management | LeadershipABC | Scoop.it

Scott Berkun's new book, The Year Without Pants, gives us some guidance in trying to make management more effective. If you want to understand how management really works, then this is an important book to read. 

Kenneth Mikkelsen's insight:

Follow Scotts's blog here: http://scottberkun.com


Follow Scoot on Twitter here: @berkun


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Inspirational stories and valuable insight into management and leadership trends
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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

I collect gold nuggets on leadership/management, that I find useful, educational, and inspirational to others. 

 

It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.


My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action. 


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen


Google+: https://plus.google.com/+KennethMikkelsen


Twitter: www.twitter.com/LeadershipABC

  

Enjoy!

 

Kenneth

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Leadership in Social Enterprise

Leaders of social enterprises face manifold challenges: many leaders do not have a formal business education and were driven by the passion to solve a social cause. Their intrinsic motivation comes first and economic reasons rank low. But business procedures need to be implemented, teams built and money earned to run a social enterprise successfully. To support them, this manual sets out to answer the following question: What are the key challenges for social entrepreneurs when it comes to leadership?

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María Dolores Díaz Noguera's curator insight, August 24, 7:09 AM

Leaders of Social Enterprise

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The Most Surprising Attribute of Great Leaders

The Most Surprising Attribute of Great Leaders | LeadershipABC | Scoop.it

Great leaders should be bombastic, omniscient, controlling and possessed of the easy confidence that their decisions are right.


People want certainty, they need authority.


Or do they?


New research published in Administrative Science Quarterly once again finds that it’s humility which can produce the best performance from an organisation.

Kenneth Mikkelsen's insight:

The finding comes from interviews with CEOs of 63 Chinese companies and around 1,000 of their employees.


They found that CEOs who were humble were more likely to empower the top management team, which in turn enabled the management team to be better integrated.

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How Google Has Changed Management, 10 Years After its IPO

How Google Has Changed Management, 10 Years After its IPO | LeadershipABC | Scoop.it

Google went public 10 years ago today, and since then has dramatically changed the way the world accesses information. It has also helped shape the practice of management. Staying true to its roots as an engineering-centric company, Google has stood out both for its early skepticism of the value of managers as well as for its novel, often quantitative approaches to management decisions. Along the way it became famous for its reliance on exceedingly difficult interview questions — later abandoned — and its “20% time” policy — reportedly on its way out.


In honor of the company’s milestone, here’s a reading list of some of the best things Harvard Business Review has published on the company since its founding in 1998.


Kenneth Mikkelsen's insight:

Excellent overview of the best Harvard Business Review articles on Google.

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Managers Can Motivate Employees with One Word

Managers Can Motivate Employees with One Word | LeadershipABC | Scoop.it

Human beings are profoundly social — we are hardwired to connect to one another and to want to work together. Frankly, we would never have survived as a species without our instinctive desire to live and work in groups, because physically we are just not strong or scary enough.


Tons of research has documented how important being social is to us. 


Theoretically, the modern workplace should be bursting with relatedness. Not unlike our hunter-gatherer ancestors, most of us are on teams. And teams ought to be a bountiful source of “relatedness” rewards.


But here’s the irony: While we may have team goals and team meetings and be judged according to our team performance, very few of us actually do our work in teams.


Blog post by Heidi Grant Halvorsen on HBR. 


Kenneth Mikkelsen's insight:

What we need is a way to give employees the feeling of working as a team, even when they technically aren’t. And thanks to new research by Priyanka Carr and Greg Walton of Stanford University, we now know one powerful way to do this: simply saying the word “together.”

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The Best Leaders “Talk the Walk”

The Best Leaders “Talk the Walk” | LeadershipABC | Scoop.it

One of the most ubiquitous aphorisms in business is that the best leaders understand the need to “walk the talk” — that is, their behavior and day-to-day actions have to match the aspirations they have for their colleagues and organization.


But the more time I spend with game-changing innovators and high-performing companies, the more I appreciate the need for leaders to “talk the walk” — that is, to be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win.


The only sustainable form of business leadership is thought leadership. And leaders that think differently about their business invariably talk about it differently as well.

Kenneth Mikkelsen's insight:

A fine HBR blog post by Bill Taylor. You can follow him on Twitter here: @practicallyrad.

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Tony Adams's curator insight, August 11, 1:21 AM

Very thought provoking.  We often talk about "walking the talk" but in this article, the focus is very much on leaders "talking the walk" - explaining "in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win". 

 

I like the idea that thinking differently about the way we approach our business leads us to talk differently about it as well - Thought Leadership as a catalyst for helping people see and understand our business in a different way.

 

A really interesting post.

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The Importance Of Perspective-Taking In Leadership

The Importance Of Perspective-Taking In Leadership | LeadershipABC | Scoop.it

Whether you’re selling a product, pitching an idea, or trying to get employees to do something different or do something in a different way, perspective-taking has become an essential element in moving others.


Over the last decade, social scientists like Adam Galinsky of Columbia University have deepened our understanding of perspective-taking. Their work yields three ways leaders can become more effective.


1. CHECK YOUR POWER. Galinsky and others have found that when people feel powerful, their perspective-taking abilities degrade. The more powerful we feel, the more we anchor in our own perspective rather than adjusting to another’s. And that can make others less likely to go along. But briefly reducing one’s feelings of power (“Maybe this employee I’m asking to do something needs our company much less than our company needs her.”) can increase the acuity of our perspective-taking, which in turn can make us more effective.


2. PERSPECTIVE-TAKING ISN’T TOUCHY-FEELY. Perspective-taking sounds a lot like empathy, but the two qualities are siblings, not identical twins. Empathy — the ability to understand another’s emotional state — is an essential human quality. But research has shown that, in commercial settings such as negotiations, understanding the other side’s thoughts and interests, not simply their emotions and feelings, can be more effective in forging a deal. So if you’re in a high-stakes leadership situation, definitely be emotionally intelligent. But use your head as much as your heart.


3. DON’T FORGET MIMICRY. Mimicking others’ posture, gesture, and expressions sounds like the sleazy tactics of a used car salesman. But ample research has shown that mimicry is a natural part of human behavior, an instinctive way we understand others. You can enhance your attunement skills, and thereby your leadership, simply by being conscious of how the other person is standing, moving, and talking and ever so slightly mirroring what they’re doing.


By Daniel Pink. 

Kenneth Mikkelsen's insight:

Interesting experiment mentioned in Dan's blog post: 


First, with the hand you use for writing, snap your fingers five times quickly. Now, with the forefinger of that hand, on your forehead draw a capital E. Believe it or not, how you drew that letter might reveal how you act as a leader.


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Frank J. Papotto, Ph.D.'s curator insight, August 7, 12:39 PM

There's no doubt that leaders who fully appreciate their organization's  and their followers perspectives will be much more effective. It is after all, what defines their job. 

David Jardin's curator insight, August 16, 12:40 PM

Perspective enhances relationships when it lets us see past WHAT someone did to help/anger/hurt/etc. to understand WHY they did it.

Nancy J. Herr's curator insight, August 26, 10:25 PM

Succinct and helpful ideas to think about for any leader. 

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Management’s Three Eras: A Brief History

Management’s Three Eras: A Brief History | LeadershipABC | Scoop.it

Today, we are in the midst of another fundamental rethinking of what organizations are and for what purpose they exist. If organizations existed in the execution era to create scale and in the expertise era to provide advanced services, today many are looking to organizations to create complete and meaningful experiences. I would argue that management has entered a new era of empathy.

Kenneth Mikkelsen's insight:

Important blog post by Rita Gunther McGrath on the changing nature of management. 

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Alex Watson's curator insight, August 1, 3:07 PM

It's an interesting post on a popular topic. Has management entered a new era of empathy? I've had both good and bad managers. Of course that is a subjective view and my opinion and experience of good may not be that of another. One thing I will say...I have learned a lot from all of my managers good and bad. We often learn a lot through osmosis and observation. So even distasteful experiences leave much food for thought and progress. 

 

As for the future of management in organisations. Much management theory past and present is built on a set of historic assumptions. Many managers of yesterday, are not managers of today and so on.  There have always been managers with empathy, as well as those lacking. Who is the manager's manager? That usually says a lot. 

 

In terms of hierarchy. Some people have unwavering faith in hierarchy and would not know how to operate outside of  that context. I've always wondered how come in many organisations, some people put so much credence on what 'management' say? Often...its because of job security, and acceptance of a status quo. Regardless of the merits of management decision making. So...when any person, practice  or prevailing wind comes along to challenge this status quo...disruption whether subtle or overt is usually not far away.

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The Skills Leaders Need at Every Level

The Skills Leaders Need at Every Level | LeadershipABC | Scoop.it

Are some skills less important for leaders at certain levels of the organization? Or is there a set of skills fundamental to every level?


Kenneth Mikkelsen's insight:

Joseph Folkman and Jack Zenger compiled a dataset in which they asked 332,860 bosses, peers, and subordinates what skills have the greatest impact on a leader’s success in the position the respondents currently hold. Each respondent selected the top four competencies out of a list of 16 that were provided. They then compared the results for managers at different levels.


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Jerry Busone's curator insight, August 2, 7:18 AM

Core skills every leader needs

Jacob M Engel's curator insight, August 3, 7:31 AM

These skills are critical on every level and a great predictor of success!

Miss Write's curator insight, August 19, 10:35 AM

These seem to be common sense so why are so many companies getting it so wrong with their managerial placements

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The hero’s journey through the landscape of the future

The hero’s journey through the landscape of the future | LeadershipABC | Scoop.it

The forces of the Big Shift are driving both fragmentation and consolidation, fundamentally changing the nature of the relationships among businesses.

Kenneth Mikkelsen's insight:

This is a must read publication from Deloitte University Press written by John Hagel III, John Seely Brown, Tamara Samoylova and Duleesha Kulasooriya. 

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Ivon Prefontaine's curator insight, July 29, 6:52 PM

Journey is an interesting word. It comes from the French journee which means day, but is not the day. Instead it signifies the progress during the day, a moment-to-moment process. Alfred North Whitehead called the recurring present holy ground where past and future fused. Being and becoming present, mindful, might be the most important part of the hero's journey. What makes me a better person and the world a better place?

 

@ivon_ehd1

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Leadership Lessons From A War Zone

Leadership Lessons From A War Zone | LeadershipABC | Scoop.it

U.S. Air Force Brigadier General John Michel knows about leadership in challenging environments.


This is an interesting article with fellow Scooper, @John Michel. I in particular like the idea of 'The Order of the Penguin' award that goes to the person who represents the principle of smart risk-taking.


You should also follow John on Twitter here: @JohnEMichel.

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Leadership Is About to Get More Uncomfortable

Leadership Is About to Get More Uncomfortable | LeadershipABC | Scoop.it

Good leaders have always stepped out of their comfort zones, but converging global megatrends are putting more pressure on those at the top to navigate a faster, more complex, more integrated, and more transparent business world.


Kenneth Mikkelsen's insight:

Transparency and complexity make the boss's chair increasingly painful to sit in.


Read also this article from The Economic Times in India:


More than half of Chief Executive Officers would have a senior 'digital' leader role among them by the end of 2015, Gartner's 2014 CEO and Senior Executive Survey report said.


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Miklos Szilagyi's curator insight, July 21, 3:38 PM

Yeah... Leadership 2030...:-))) if one  found out Leadership 2014, there would be a great sigh...:-)))

Lisa McCarthy's curator insight, July 22, 6:24 AM

All leaders will see life become more chaotic and overwhelming, and their struggles and management will be more visible than ever. Egocentric leaders will have a difficult time evolving, if they even can, and will be unable to thrive in such discomfort. Organizations need to develop leaders who are motivated by altrocentric leadership. They will be better prepared to succeed in 2030 and beyond.

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Nearly 100 Chinese firms are among the 500 largest—what is the corporation of the future?

Nearly 100 Chinese firms are among the 500 largest—what is the corporation of the future? | LeadershipABC | Scoop.it

Be prepared for a future in which the concept of a corporation - how it's structured, how it's governed - will vary widely. 


If companies didn't begin with a culture of purpose and principles, an internationally, ethnically diverse membership will demand it, as universal values and ethical codes facilitate communication, coordination and cooperation. More companies will be shape-shifting bundles of activities, designed for flexibility rather than stability and predictability.


To deal with a rapidly changing environment and the fluid boundaries of business units that come and go, more work will be done by crosscutting project teams, and there will be more bottom-up self-organizing—a matrix on steroids. Companies will embrace the always-on, always-accessible, democratizing communication of social media, or fall behind.


Kenneth Mikkelsen's insight:

Excellent column by Rosabeth Moss Kanter.


The Harvard Business School professor says corporations will be globally connected and socially accountable, so their conduct will converge on a few universal standards and norms.

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Can Overthinking Reduce a Leader's Influence?

Can Overthinking Reduce a Leader's Influence? | LeadershipABC | Scoop.it

We've all seen this: The CEO who acts instinctively, sometimes with terrible results, keeps his or her job and even develops a loyal following. Meanwhile, the thinker in the executive suite who consistently offers the right, deliberated answer rarely gets a promotion.



Via Vicki Kossoff @ The Learning Factor
Kenneth Mikkelsen's insight:

Researchers at Stanford GSB set out to answer the question of whether we sometimes penalize thoughtfulness — not in ourselves, but when we see it in others.


View the Research Paper here: 

Thought Calibration: How Thinking Just the Right Amount Increases One’s Influence and Appeal


Social Psychological and Personality Science, April 2014.


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Miklos Szilagyi's curator insight, August 25, 3:35 AM

Well, rest the common sense of the right balance... all attempts to break into actionable pieces what is in the very actual situation is impossible are futile... sometimes intuition is better than too much thinking and sometimes intuition puts things astray...it's a bit mote complicated than "less thinking & moreintuition"" (see books like "Think twice",  "Think again" or Kahneman's...)...

 

Of course and it' an interesting aspect that the  staff is how influenced by how the decision is made... decisions might be powerful  and  with full of confidence made by either by more thinking by more by intuition, the essence is the  congruity, the authenticity of those making it and the transparence of the process...

rodrick rajive lal's curator insight, August 25, 4:54 AM

I guess it is time we realised that overthinking and overanalyzing do not give good returns after all! The ideal CEO is a person who can handle various tasks without getting bogged down by a single task due to over thinking. However, there are many of us who become obsessed with somehow getting to the rooot of a particular problem without realising that we are neglecting other tasks!

Dan Forbes's curator insight, August 25, 7:46 AM

Let me think about this....

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12 TED Talks on how to be a great leader

12 TED Talks on how to be a great leader | LeadershipABC | Scoop.it

What makes a great leader? The ability to rule with an iron fist? Being well-liked? These TED speakers offer nuanced takes on how to inspire others to follow you.

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Great Leadership Isn’t About You

Great Leadership Isn’t About You | LeadershipABC | Scoop.it

The most effective form of leadership is supportive. It is collaborative. It is never assigning a task, role or function to another that we ourselves would not be willing to perform. For all practical purposes, leading well is as simple as remembering to remain others-centered instead of self-centered.

Kenneth Mikkelsen's insight:

I strongly encourage you to read this great blog post by @John Michel.


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Being of Service: The Bridge to Meaning and Mission

Being of Service: The Bridge to Meaning and Mission | LeadershipABC | Scoop.it

Being of service means becoming bigger than our normal selves and turning our focus to others - and it works the same way in business.


Value creation is the essence of business. Value is what attracts and retains customers and employees. It’s also what attracts and maintains relationships with investors, suppliers, distributors and other stakeholders who are critical to the firm’s success over time. A business that does not create value will eventually fail.

Kenneth Mikkelsen's insight:

Excellent blog post by Gideon Rosenblatt.

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5 Steps For Leading Through Adaptive Change

5 Steps For Leading Through Adaptive Change | LeadershipABC | Scoop.it

Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement. Especially when the organization is facing potential adaptive challenges.

Kenneth Mikkelsen's insight:

Five key steps for leading an organization that faces adaptive challenges.

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Josie Gibson's curator insight, August 12, 6:20 PM

Thanks to @LeadershipABC for highlighting this article.

Eric Chan Wei Chiang's curator insight, August 12, 11:25 PM

These five steps may seem very simple but they are often taken for granted. To give direction a leader must take ownership and have a vision. Managing conflict and providing protection are often not pleasant and require great maturity from leaders. Shaping the norms and clarifying roles is often not given a very high priority as it involves intangible people skills.

 

Read more scoops on change and leadership here: http://www.scoop.it/t/on-leaders-and-managers/?tag=Change

http://www.scoop.it/t/on-leaders-and-managers/?tag=Leadership

Jay Roth's curator insight, August 17, 4:33 PM

Perfect article to suggest (in schools) WHY the trainings of Cognitive Coaching, Adaptive Schools, and Polarity Thinking is necessary!

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Schumpeter: Decluttering the company

Schumpeter: Decluttering the company | LeadershipABC | Scoop.it

PETER DRUCKER once observed that, “Much of what we call management consists of making it difficult for people to work.” Nine years after the management guru’s death, his remark is truer than ever: employees often have to negotiate a mass of clutter—from bulging inboxes to endless meetings and long lists of objectives to box-tick—before they can focus on their real work. For the past 50 years manufacturers have battled successfully to streamline their factory floors and make them “lean”.


Today, businesses of all types need to do the same in their offices.

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Tania Tytherleigh's curator insight, August 3, 6:57 AM

Organisations are filled with 'clutter'. From tiers of management, to increasingly complex corporate objectives, meetings and emails. Clutter takes a toll on morale and productivity. Organisations must set time aside to 'spring clean' the clutter - when will you do yours?

Michael Binzer's curator insight, August 4, 3:36 AM

So true. Too much cluttering - how can we remove it? Read XL R8 by John Kotter. One option?

Graeme Reid's curator insight, August 5, 1:57 AM

There is a lot of decluttering to do in most organisations.

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The Recent History of Management

From the era of stagnation to the renaissance.


  • How do companies evolve?
  • When do managers appear? Why?
  • What do they typically do?
  • What is great management?
  • What is the place of managers in an agile organization?


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Miklos Szilagyi's curator insight, August 2, 5:14 AM

3 types of managers... good...

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Leading in the 21st century

Leading in the 21st century | LeadershipABC | Scoop.it

Wharton School professor Michael Useem scopes out the leadership challenges facing executives today:


Because the world is now more complicated and more uncertain, I think that on top of always having a great vision there will be a premium on thinking strategically and on being able to come back from setbacks, and maybe above all, on being very good at reading the increasingly ambiguous and uncertain universe we operate in.


Companies probably focus too much on the bottom line, too much on meeting quarterly analyst expectations, and this has cost us companies paying attention to what the country needs or what the world needs or certainly what the community requires.



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Elaine Cox's curator insight, August 1, 4:28 AM

I like the way he has identified that companies need to pay more attention to "what the country needs or what the world needs or certainly what the community requires".

Anne Juvanteny's curator insight, August 4, 6:16 PM

un prof de wharton qui reconnaît les limites d'un mode de management largement inspiré des anglo-saxons ... Un signe de la fin d'un monde.

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Where Do You Stand? The Shifting Ground of Strategy

Where Do You Stand? The Shifting Ground of Strategy | LeadershipABC | Scoop.it

We’re all trying our best to remain standing, but the ground beneath us is shifting at an accelerating rate. The implications for strategy are profound, but few have explored this terrain.

Kenneth Mikkelsen's insight:

Excerpt from John's blog post: 


Make no mistake about it, if all you do is focus on learning within the four walls of your firm, you’ve already lost. The key to scaling learning is to be able to reach out beyond your enterprise and find ways to connect with world-class participants in a broad array of complementary domains in ways that will help all participants to learn faster.


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Leadership Ethics: It Doesn't Depend

Leadership Ethics: It Doesn't Depend | LeadershipABC | Scoop.it

Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.


Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.


Via Roger Francis
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Charlotte Hitchcock's curator insight, July 25, 4:49 AM

We need to learn to get the right priorities which may mean losing activity for a while but the long teem benefits will outweigh any kind of loss

Jeremy Pollard's curator insight, July 25, 6:26 AM

If culture beats strategy (Drucker) and Ethics is the basis of good culture - why, why why are there so many companies that refuse to take ethics seriously?

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Why Can't We Solve The Problem Of Short-Termism?

Why Can't We Solve The Problem Of Short-Termism? | LeadershipABC | Scoop.it

The reason we can’t solve the problem of short-termism is that it’s just a symptom. The real disease is maximizing shareholder value.

Kenneth Mikkelsen's insight:

Another monumental blog post by Steve Denning about the dumbest idea in the world: maximizing shareholder value. 

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Miklos Szilagyi's curator insight, July 23, 2:09 PM

Somehow it's even ridiculous... First everybody is for to kill short-termism... great... then, basically the same bunch of people are finding out that short-termism is like the phoenix bird it cannot be killed... great... then, basically the same bunch of people are finding out that the basic problem is not short-termism any more... great... I find this ridiculous, don't you?

Kenneth Mikkelsen's comment, July 23, 3:14 PM
It's a transparent learning process taking place online, Miklos. ;-)
Miklos Szilagyi's comment, July 23, 6:11 PM
:-))) it's such a mallable subject, main thing is that they always find fuels for the next turn...:-)))
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Don’t Sell a Product, Sell a Whole New Way of Thinking

Don’t Sell a Product, Sell a Whole New Way of Thinking | LeadershipABC | Scoop.it

Companies that successfully market and sell innovation are able to shift how people think not only about their product, but about themselves, the market, and the world.


Shifts in thinking don’t happen overnight, any more than going to a weekend yoga workshop makes you flexible. Think of it like learning a second language or building a new habit – in this case a mental habit. People need to see how the new way of thinking plays out in different contexts and situations.



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Miklos Szilagyi's curator insight, July 21, 3:46 PM

"The problem is that data, information, and value propositions are not enough to sell innovative products. We all know the saying, “I’ll believe it when I see it.” But when it comes to innovation, the truth is often “I’ll see it when I believe it.” To sell your idea to executives, buyers, and users, you have to change not only what they think, but how they think. Without the right mental model, they won’t see the problem, understand the benefits, or make the change."

DareDo's curator insight, August 7, 3:31 AM

Une ambition à poursuivre pour DareDo.

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Calling all CEOs: It’s time to join Twitter

Calling all CEOs: It’s time to join Twitter | LeadershipABC | Scoop.it

Being a CEO on Twitter today is comparable to playing a game without an opponent. Fewer than 30 per cent of Fortune 500 CEOs are active Twitter users. This figure is astounding. I say this because Twitter, for all of its unique attributes, is the most powerful global communications tool in existence for business, government, and opinion leaders worldwide. Many business leaders have shunned Twitter. This needs to change.

Kenneth Mikkelsen's insight:

For senior executives social media is all about relevance and influence.


Additional resources: 


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Steve Bax's curator insight, July 16, 4:19 AM

Another interesting scoop from Kenneth Mikkelsen. Food for thought.