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The Big Lie of Strategic Planning

The Big Lie of Strategic Planning | LeadershipABC | Scoop.it

All executives know that strategy is important. But almost all also find it scary, because it forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career.


The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target – an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future. By the end of the process, everyone feels a lot less scared.


Kenneth Mikkelsen's insight:

You should follow Roger Martin on Twitter her: @RogerLMartin


Roger also writes regularly on HBR here


I've previously interviewed Roger about his latest book Playing To Win. You can read the article here: Make the right choices to create a winning strategy.



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Edgar Schein: Humble Leadership

Author and organizational culture expert Ed Schein in a conversation with Google VP of People Development Karen May.

 

Kenneth Mikkelsen's insight:

Edgar Schein investigates organizational culture, process consultation, research process, career dynamics, and organization learning and change. He analyzes how consultants work on problems in human systems and the dynamics of the helping process, and defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.”

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Ante Lauc's curator insight, May 29, 2:58 AM
I did meet Ed Schein 40 years ago at Harvard Univ.. We have changed in the meantime, but still we are humble.... 
How you can explain it?
Caylin Britt's curator insight, June 3, 8:33 AM

No intellect compares to that of the wisdom of a life long lived. - Caylin Britt

Gijs Spoor's curator insight, June 12, 9:17 AM
In times of Great Churning asking humble questions allows collective intelligence to be activated. 
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Evolving Leadership in the Digital Age

Evolving Leadership in the Digital Age | LeadershipABC | Scoop.it

Today leaders face added complications of rapidly changing technology, virtual working teams separated by cultural and geographical boundaries, and the difficulties of making decisions when faced with an overload of information.

 

Kenneth Mikkelsen's insight:

We have moved from the “Command, Control, Compartmentalisation” way of leading organisations to a more interactive, informative, and Innovation-oriented model. To be truly effective, today’s organisations need to have leaders who have the emotional intelligence to create meaning, and have the capability to inspire and empower their people to get things done.

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Tanyam's curator insight, May 15, 10:23 PM
Share your insight
Technical Support 1-800-439-2178 Hp, Dell and other brands's curator insight, May 17, 5:53 AM
Apple macbook technical support Number @ 1.800.931.5079 to repair Macbook http://macbook.technicalsupportservicesinc.com/
People Power's curator insight, May 19, 11:32 AM
It's not just leaders .. all of us - wake up - and don’t wait for the 'leaders' - they will follow
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The Communication Guide For Leaders Who Aren't Sure What's Coming Next

The Communication Guide For Leaders Who Aren't Sure What's Coming Next | LeadershipABC | Scoop.it

When we don't have enough information, our brains seek "cognitive closure." Much of the time, it doesn't end well.

 

Kenneth Mikkelsen's insight:

Social psychologist Arie Kruglanski has found that people with a high need for closure will "seize and freeze" on the first piece of information that gives them a feeling of knowing. Others, though, prefer to resolve tension through action. Both reactions are fine if the uncertain folks in your organization happen to either settle or act on something that proves productive. But without a leader to guide them, that isn't very likely.

 

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Walter Gassenferth's curator insight, April 25, 1:34 PM
Very interesting subject to be considered and discussed. I will disclose the post to my contacts and subscribers in http://www.quanticaconsultoria.com
Ken Donaldson's curator insight, May 11, 6:38 AM
The Communication Guide For Leaders Who Aren't Sure What's Coming Next
David Hain's curator insight, May 12, 2:46 AM

Working out the inherent contradictions of lid and still being able to make a decision is a critical skill in leading through complexity.

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Not Business As Usual

Not Business As Usual is a provocative look at capitalism and its unintended price of success. The film tracks the changing landscape of business with the rising tide of conscious capitalism through the stories of local entrepreneurs who have found innovative ways to bring humanity back into business.

 

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Ron McIntyre's curator insight, March 1, 11:28 AM

What do you think on this topic?  Are we really seeing change or just a flash in the pan?

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10 Principles of Organizational Culture

10 Principles of Organizational Culture | LeadershipABC | Scoop.it

How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.

 

These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?

 

Kenneth Mikkelsen's insight:

Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions.

 

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Walter Gassenferth's curator insight, April 10, 7:35 AM
Organizational culture is a very important topic and often overlooked by companies. For those who speak the Spanish or Portuguese, more about organizational architecture can be read in http://www.quanticaconsultoria.com
David Hain's curator insight, May 14, 6:29 AM

Most organisations want culture change quick fixes - but there are building blocks to develop first!

Ian Berry's curator insight, May 14, 9:04 PM
I like the emphasis on behaviour. Fits with the best definition of culture I know of from Michael Henderson "Culture is what it means to be human here"
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Seven Pitfalls to Avoid During Organizational Transformation

Seven Pitfalls to Avoid During Organizational Transformation | LeadershipABC | Scoop.it

leaders and their organizations suffer from fear of failure and practiced incumbency, especially when embarking on an ambitious change initiative.
 
The change journey is fraught with unknowns and the unexpected. Orchestrating organizational transformation in any large company is like launching a rocket into space. Much goes into preparations to be successful, but unforeseen factors like weather or wind pressure can affect the launch and flight path. A multitude of factors can misdirect the change program, resulting in delays, crashes, or becoming lost in orbit.

 

Kenneth Mikkelsen's insight:

The phrase “change management” conjures up images of consultants running around with decks and infographic charts, with senior leaders trying to engineer something better for the rest of the organization to follow.

 

That approach is slowly becoming obsolete. This kind of change is heavily constrained by the vision of a small group of change leaders, who do not have a holistic knowledge of the actual work and its impact on their customers. It’s time to adopt a continuous and emergent change paradigm that creates and nurtures decentralized decision-making and create environment for faster adoption of change.  

 

 

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Gary Bamford's curator insight, May 19, 2:56 AM
Sooo true!
Geoff Feldman's curator insight, May 20, 10:03 AM
Organization Transformation - still need to follow the steps I learned back in the 1970!
Ante Lauc's curator insight, May 29, 2:59 AM
With warm hearts and smart minds we can avoid all barriers.
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Leadership in context

Leadership in context | LeadershipABC | Scoop.it

Organizational health matters more than you might expect.

 

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Ron McIntyre's curator insight, February 9, 12:15 PM

I have always advocated the fact that there is no easy path to leadership.  This just helps support that idea.

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US CEO Survey 2016: Top Findings

US CEO Survey 2016: Top Findings | LeadershipABC | Scoop.it

According to PWC's CEO Survey 2016, American CEOs expect that in the near future, many of their customers and prospective employees will seek to understand the “purpose” of business and the impact that operations have on the wider world.

 

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Thierry de Vries's curator insight, January 20, 3:44 AM

Employers, marketers, fear not! New employees and customers are attracted by your values, not (only) your money spent on campaigns. So, be genuine, be sustainable, be kind. Remember the common wisdom of all world religions and prosper!

Walter Gassenferth's curator insight, April 25, 1:38 PM
Post very interesting, revealing some aspects that I did not know about workplace preferences. For those who speak Portuguese or Spanish, more about improvement in business and career can be read in http://www.quanticaconsultoria.com
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Leadership: Lessons from the Arts

Leadership: Lessons from the Arts | LeadershipABC | Scoop.it

Leadership lessons to be found in a round-table of six Hollywood film directors.

The directors include Quentin Tarantino (The Hateful Eight), Tom Hooper (The Danish Girl), Alejandro G. Inarritu (The Revenant), Ridley Scott (The Martian), Danny Boyle (Steve Jobs) and David O. Russell (Joy).

 

Kenneth Mikkelsen's insight:

Why and how is this video worthwhile?  It's informative and it's inspirational.  It shows six very different personalities, ages and stages, who have all 'made it' doing the same job, in very different ways.  

It shows their strength of character and passion (you can call this ego, either way, it's a potency to do courageous things, and a required attribute of a great leader).  

It shows their willingness to learn from others and mistakes, to master a craft, and build a collaborative team, rather than simply collect extrinsic rewards (of which they have received oodles, anyway).  

And it shows their humility (what they're afraid of, what they have learned, and what they regret), even if some appear to have more than others.  

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Walter Gassenferth's curator insight, April 18, 8:34 AM
Very interesting subject to be considered and discussed. I will disclose the post to my contacts and subscribers in http://www.quanticaconsultoria.com
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Organizing for the Future

Organizing for the Future | LeadershipABC | Scoop.it

Platform-based talent markets help put the emphasis in human-capital management back where it belongs - on humans. 

 

Kenneth Mikkelsen's insight:

In an age of automation, CEOs and their top teams will need to gain an almost architectural sense of how machines and people work together side by side, each making the other more productive and effective, while never losing sight of their employees’ humanity. They will have to look beyond the architecture of mechanical “hard” structures to include the orchestration of complex social systems as well.

 

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Calming Your Brain During Conflict

Calming Your Brain During Conflict | LeadershipABC | Scoop.it

 

Conflict wreaks havoc on our brains. We are groomed by evolution to protect ourselves whenever we sense a threat. In our modern context, we don’t fight like a badger with a coyote, or run away like a rabbit from a fox. But our basic impulse to protect ourselves is automatic and unconscious.

 

Here are four steps to get out of “fight or flight" mode.

 

 

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Bettina Thompson's curator insight, December 29, 2015 6:51 PM

Excellent insight, advice  and 2016 goal:

To practice mindfulness in all interactions. 

Wishing this for all!

Seeking to soak the marrow out of the authentic good life - xo

The Life Sponge

Jerry Busone's curator insight, December 30, 2015 2:05 PM

Great tips for those difficult conversations 

Brenda Wadey's curator insight, January 5, 11:29 AM

as a recent adopter of mindfulness, this is an interesting article and practical guide. 

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Is the Next Uber Coming Your Way?

Is the Next Uber Coming Your Way? | LeadershipABC | Scoop.it

A few years ago, you could see the competition coming. Not anymore. Digital invaders can come from anywhere, anytime, before you even know they’ve arrived. Are you ready?

 

Kenneth Mikkelsen's insight:

Redefining Boundaries: The Global C-suite Study from IBM surveyed 5,247 business leaders from 21 industries in more than 70 countries. 

There's a lot of jargon in this study. It reflects the fear and disorientation experienced by most executives. Learning is the strategy in times of change. 

 

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Lessons for Volkswagen on Organizational Resilience

Lessons for Volkswagen on Organizational Resilience | LeadershipABC | Scoop.it

Volkswagen shocked the world. The world’s largest automaker admitted to creating software that would deliberately generate false exhaust emission information on many of its popular cars. Making matters worse, Volkswagen’s top leadership seemed unsure about how to respond to the crisis as it threatened the company’s reputation, operations, and long-term strategy.

 

Kenneth Mikkelsen's insight:

Building resilience involves more than a single process, but requires attention to multiple activities. At Volkswagen, for example, learning might involve rethinking its leadership and operations, redirecting corporate strategy, and rebuilding its sagging reputation. Efforts to build resilience often focuses on four core areas:

 

  1. Operational resilience occurs when an organization maintains its production and learns to operate even when experiencing catastrophic failure.
  2. Strategic resilience happens when an organization adapts its strategy to changes in the environment, stakeholder interests, or emerging technology. 
  3. Managerial resilience surfaces from the know-how and decision-making skills of leaders. 
  4. Reputational resilience refers to an organization’s ability to learn from public failures or embarrassing revelations about the organization. 

 

All four areas of resilience require learning.

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Eric Payne's curator insight, December 7, 2015 5:43 PM

Organizations should be building resilience before the crisis hits.  And as the article states "In the case of organizational leaders, the fundamental issues might involve returning to normal operations, generating review, or regaining reputation."

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Use Storytelling to Explain Your Company’s Purpose

Use Storytelling to Explain Your Company’s Purpose | LeadershipABC | Scoop.it

While purpose is essential to a strong corporate culture, it is often activated and reinforced through narrative. Individuals must learn to connect their drives to the organization’s purpose and to articulate their story to others.


Kenneth Mikkelsen's insight:

A great story of self has to be a real story of self. Finding that story may require a leader to reflect deeply on her past and motivations, and communicate them honestly — even those parts that are embarrassing or imperfect.


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Charles Handy on The Second Curve

Charles Handy on The Second Curve | LeadershipABC | Scoop.it

BBC's Peter Day speaks with the business commentator and social philosopher Charles Handy about his new book, The Second Curve, and asks if we should all plan on reinventing ourselves in later life to take advantage of new trends, innovations and ideas that will affect the future world of work.

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Ian Berry's curator insight, November 28, 2015 5:07 PM

Great insights from a true guru. I like his thoughts into the importance of humility in leadership, the stupidity of excessive executive remuneration, and the idiocy of usual economics

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Why the Leadership Industry Has Failed

Why the Leadership Industry Has Failed | LeadershipABC | Scoop.it

Corporate training in the U.S. is a $70 billion market, and 35% of that is spent on management and leadership training. Over the last several decades, the industry has produced a recipe for how to be a successful corporate leader: Be trustworthy and authentic, serve others (particularly those who work for and with you), be modest, and exhibit empathetic understanding and emotional intelligence.


Kenneth Mikkelsen's insight:

People generally want to see and hear only good things about their leaders, so they tend to ignore contradictory evidence and failures. There’s all this mythologizing that besets leadership, as people try to generalize and learn from exceptional cases.


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Steve Bax's curator insight, November 27, 2015 4:56 AM

Very stimulating article here. 

 

My take-aways are:

"It’s far more important for leaders to understand what a particular situation requires and to act in an appropriate way, says Pfeffer. “Leaders need to be true to what the situation demands and what the people around them want and need,”

In the end, says Pfeffer, we would all be better off accepting that our leaders are generally not truthful, authentic, modest, or trustworthy, largely the opposite of the message we get from the popular motivational leadership stories we hear. “All those stories and the inspiration we get from them change nothing,” he says. “The fundamental problem with this industry is the disconnect between what we say we want from our leaders and how they actually manage organizations.”

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business. His new book, Leadership BS: Fixing Workplaces and Careers One Truth at a Time, was published by Harper Business. Has to be worth a read!

 

Ron McIntyre's curator insight, November 29, 2015 9:47 AM

Interesting point of view.  What do you think. 

Ivon Prefontaine's curator insight, February 2, 12:10 PM

We confuse management with leadership. Both are important, but they are different. We cannot summarize leadership into a recipe of 7 habits, 3 phases, 5 outcomes, etc. It is too non-linear and complex.

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How to Fuse Leadership Development With Purpose and Strategy

How to Fuse Leadership Development With Purpose and Strategy | LeadershipABC | Scoop.it

According to “Real World Leadership,” aKorn Ferry global survey on leadership development published this month, organizations understand it’s a whole new world where slow growth and disruptive change are the norm.  


However, the survey of more than 7,500 responses from 107 countries, also revealed that organizations struggle to understand how they can use leadership development to effectively operate in this forever changed environment.


Kenneth Mikkelsen's insight:

While organizations clearly understand that developing leaders to drive strategy and change is vital to their growth and prosperity, they lack confidence in their current leadership and in their leadership development programs. Simply put, they know they are not where they need to be in terms of talent and leadership bench-strength.


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Michael Binzer's curator insight, December 26, 2015 8:42 AM
Be inspired to next Gen leadership development
Jerry Busone's curator insight, January 7, 11:01 PM

"Leadership development should not live in a vacuum; it needs to be directly connected to real business challenges, opportunities, projects and perspectives." To do this requires Sr leaders be engaged in the process of developing leaders from building a bench through their careers as leaders.

Emerging World's curator insight, January 8, 2:11 AM

The authors of this piece make the point that, "individuals are far more motivated and energized when they are connected to a higher purpose and feel they are providing a service to society, their customers and their community"


"This," they argue, "can be achieved by linking service-based activity to the leadership development strategy, allowing leaders to deploy their skills in service of something greater than themselves."


I couldn't agree more.

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After Paris, We Need More Fellowship, Not More Leadership

After Paris, We Need More Fellowship, Not More Leadership | LeadershipABC | Scoop.it

Today it is obvious once more that making leaders effective is hardly enough. Giving them the confidence and tools to claim the values and pursue the goals of those like them, in fact, will only make things worse. We rather need more space to question our own values and goals, and learn about others’ - whether we are leaders or not.


Kenneth Mikkelsen's insight:

Wise words in the aftermath of the Paris attacks by Gianpiero Petriglieri. 


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Ian Berry's curator insight, November 15, 2015 8:24 PM

I agree we need more fellowship. We also need more and better leaders, particularly those able and willing to rise above belief systems and find the common humanity inside us all.

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If CEOs Care About the Long Term, Why Don’t They Talk About It?

If CEOs Care About the Long Term, Why Don’t They Talk About It? | LeadershipABC | Scoop.it

CEOs are increasingly frustrated by the short-term orientation of investors. They say markets underappreciate long-term investments and ignore issues like employee and customer welfare, while pressuring companies to make decisions that maximize short-term earnings and stock prices.


Kenneth Mikkelsen's insight:

Research shows it’s analysts, not executives, who are leading the way.


The movement towards sustainable capitalism demands enhanced reciprocity between business leaders and the investment community. CEOs who wish for more long-term oriented markets ought to provide material long-term strategic information to investors. Investors looking for long-term returns should evaluate and incorporate this value-relevant information into their models.


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Finding Balance In Business Education

Finding Balance In Business Education | LeadershipABC | Scoop.it

Too many business schools have produced leaders that derailed badly. Obviously, asking our students to take some classes in business ethics is not good enough.


The fault-lines in management education are deep and may be invisible at first sight. Of course, management theory and practice can - in theory - work hand in hand. Unfortunately, all too often, academic studies are “lost before translation” - based on theoretical ideas that may be irrelevant to practice.




Kenneth Mikkelsen's insight:

To create responsible leaders of the future, business schools need to adopt a more holistic approach to education.


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Steve Bax's curator insight, November 11, 2015 5:03 AM

A thought provoking piece by Manfred Kets De Vries scooped by Kenneth Mikkelsen. The article states "Perhaps it’s time business schools asked themselves, ‘Do we have a holistic approach to business education or are we merely training technocrats?". To teach leadership we need to consider both the theory and the application in the real world. Helping individuals to understand leadership styles and which are appropriate for them is important. Encouraging them to discover more about themselves matters too. There is an argument for testing emotional intelligence and providing coaching to address gaps also here. 

 

James D Johnson's curator insight, November 11, 2015 11:21 AM

With so much conversation today about culture, business education needs to dive more deeply into helping future leaders understand concepts of Mission, Vision, Values and Emotional Intelligence.  Those that do will deliver leaders better prepared to create value for their future organizations. 

Davell Logan's curator insight, November 29, 2015 6:42 PM

This is something some of us should look at.

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“Leadership Qualities” vs. Competence: Which Matters More?

“Leadership Qualities” vs. Competence: Which Matters More? | LeadershipABC | Scoop.it

 In a forthcoming Journal of Applied Psychology article, researchers from Stanford and Erasmus University explore which set of qualities matters most to team performance. The paper also looks at when power differences contribute to team success, and when they damage it.


Kenneth Mikkelsen's insight:

There’s sometimes a disconnect between how we talk about leadership qualities (we tend to use words like authoritypower, and emotional intelligence) and what we actually require from the people leading teams and other working groups (arguably, competence and a deep knowledge of the specific work that needs to get done).


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Ron McIntyre's curator insight, November 8, 2015 8:37 AM

Valid question worth asking ourselves each day.

Davell Logan's curator insight, November 29, 2015 6:42 PM

Both play a huge part. Only my opinion. 

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Why Organizations Don’t Learn

Why Organizations Don’t Learn | LeadershipABC | Scoop.it

Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach.


Kenneth Mikkelsen's insight:

Our traditional obsessions — success, taking action, fitting in, and relying on experts — undermine continuous improvement.


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thuhienkt's curator insight, October 28, 2015 7:56 AM

Chúng tôi, Công ty TNHH Thương mại kỹ thuật điện lạnh Hà Nội
Kính gửi: Quý khách hàng thông tin về sản phẩm điều hòa không khí
1. Máy điều hòa Daikin là một thương hiệu điều hòa nổi tiếng tại Nhật Bản được sản xuất và lắp rắp tại Thái Lan.
2. Máy điều hòa nhiệt độ Daikin bảo hành chính hãng 12 tháng cho dàn nóng, dàn lạnh và bảo hành 4 năm dành riêng cho máy nén.

Elías Manuel Sánchez Castañeda's curator insight, October 31, 2015 11:04 AM

Francesco Gino and Bradley Staats: "When people are taught a growth mindset, they become more aware of opportunities for self-improvement, more willing to embrace challenges, and more likely to persist when they confront obstacles."

Kenji Katsuragi's curator insight, October 31, 2015 8:00 PM

Japan is even so. Toshiba repeated the pomp bill, All power companies learned no from Fukushima GENPAKU accident, and Asahi Chemical Industry continued the deception of basis pile of tall buildings.

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The Best Leaders Are Constant Learners

The Best Leaders Are Constant Learners | LeadershipABC | Scoop.it

Reinvention and relevance in the 21st century instead draw on our ability to adjust our way of thinking, learning, doing and being. Leaders must get comfortable with living in a state of continually becoming, a perpetual beta mode. Leaders that stay on top of society’s changes do so by being receptive and able to learn.


Kenneth Mikkelsen's insight:

Sustainable competitive advantage depends on having people that know how to build relationships, seek information, make sense of observations and share ideas through an intelligent use of new technologies. To help leaders do that, we’ve developed a process we call Personal Knowledge Mastery (PKM), a lifelong learning strategy. It is a method for individuals to take control of their professional development through a continuous process of seeking, sensing-making, and sharing.


Harold Jarche and I wrote this piece for the Drucker Society Europe. It's part of a series of articles leading up to the Global Drucker Forum 2015. The theme of conference in 2015 is: Claiming Our Humanity: Managing in the Digital Age.


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Joe Boutte's curator insight, October 19, 2015 7:27 AM

When a leader stops learning, that leader stops leading.

wanderingsalsero's curator insight, October 20, 2015 7:56 PM

I agree. And I really learned a lot by reading this ;-)

Steve Holmes's curator insight, June 20, 10:59 AM
Every book, class, or seminar is an opportunity to learn.  Every new sale, blown presentation or passed over promotion is an opportunity to learn.  Every win and every loss is an opportunity to learn.  Every interaction with your employees, employer or clients is an opportunity to learn.  My point is we are surrounded by an abundance of resources and opportunities to help us learn and as Leaders ( at the top, bottom or middle of the org chart) we should leverage every source.
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A Simple Formula for Changing Our Behavior

A Simple Formula for Changing Our Behavior | LeadershipABC | Scoop.it

Changing behavior doesn’t come naturally. If we want to learn, we need to tolerate the feeling of inauthenticity long enough to integrate the new way of being. Long enough for the new way of being to feel natural.



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Ilene Wasserman's curator insight, October 17, 2015 11:32 AM

Changing patterns of behavior require both intention, focused experimentation and support from others.  This article supports the work of becoming a deliberately developmental organization.  Gaining the support of people you work with and live with is essential.


Martin Silcock's curator insight, October 18, 2015 2:15 PM

"If we want to learn, we need to tolerate the feeling of inauthenticity long enough to integrate the new way of being. Long enough for the new way of being to feel natural"

 

And to help learn a new behavioural response follow these steps

 

Identify the problemState what needs to happenOffer to help

 

It may feel inauthentic at ffirst...and that is learning

Larry Sandoval's curator insight, December 26, 2015 6:40 PM

Behavior is everything

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Developing Mastery in a Digital Age

Developing Mastery in a Digital Age | LeadershipABC | Scoop.it

Leaders must have their eyes on the future and scan the world for signals of change. Intelligence about the future is a key resource for building robust strategic trajectories for companies.


Kenneth Mikkelsen's insight:

“The best way to predict the future is to create it,” Peter Drucker advised.


But how can business leaders make meaning of a playing field that is constantly changing shape?


Is it possible to create the future without having an updated navigation system to live, learn and lead in a digital age?


Harold Jarche and I wrote a blog post for Drucker Society Europe about the importance of learning in times of change.

 

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Ilana Bern's curator insight, October 13, 2015 8:33 PM

Interesting insight on Personal Knowledge Mastery - Seek , Sense and  Share.

Kenneth Mikkelsen's curator insight, October 15, 2015 11:44 AM
“The best way to predict the future is to create it,” Peter Drucker advised.But how can business leaders make meaning of a playing field that is constantly changing shape?Is it possible to create the future without having an updated navigation system to live, learn and lead in a digital age?Harold Jarche and I wrote a blog post for Drucker Society Europe about the importance of learning in times of change.
Curated by Kenneth Mikkelsen
Thinker ★ Speaker ★ Writer ★ Leadership Adviser ★ Learning Designer ★ Neo-Generalist

Kenneth Mikkelsen is co-founder of FutureShifts. We help visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organisational cultures needed to succeed in times of change.