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Your Business Model Might Be Killing Your Business

Your Business Model Might Be Killing Your Business | LeadershipABC | Scoop.it

Every great idea begins as a revelation.  Yet when that flash of insight leads to action, it inevitably encounters the real world and that’s when hard lessons are learned.  Adjustments are then made and, with some luck, success can be achieved.  But profitable models rarely come easy.


With growth, comes procedures, processes and a management team to support and strengthen the model.  New employees are indoctrinated and it becomes an intrinsic part of the organization’s identity, almost like a corporate version of DNA.


Unfortunately, at some point the model will fail.  That’s always been true, but now it happens with blazing speed.  These days, startups like Instagram and Pinterest become billion dollar businesses in a matter of months and that pace will only accelerate.  Clearly, we need to stop planning for stability and start managing for disruption.


Kenneth Mikkelsen's insight:

The past is no longer prologue, it's just how things used to work. We need to continually reevaluate how create, deliver and capture value. In an age of disruption, the only viable strategy is to adapt.

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Miklos Szilagyi's curator insight, May 4, 2014 8:13 AM

Excellent... you have in the post everybody, Gauss, Taleb who you want but the message is clear: don't fool yourself, plan for disruptions which will be more and more frequent in every industry, field...

Jerry Busone's curator insight, May 5, 2014 6:38 PM

In the era of disruption evaluating and re evaluating is part of the culture because what we do today becomes obsolete quickly. 

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

About LeadershipABC | LeadershipABC | Scoop.it

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.


I collect stories 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. 

                                                 ★★★★★


I believe that knowledge is everything. Knowledge is ideas. Knowledge is power. Knowledge is hope. 

But only if it is shared and applied.


That is why I created LeadershipABC on Scoop.it. 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. 

I'm co-founder of FutureShifts, a consultancy that helps visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organizational cultures needed to succeed in times of change.


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen

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

Twitter: www.twitter.com/LeadershipABC

 

I hope you'll be inspired.

 

Enjoy!

 

Kenneth

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Natalia Gutierrez Gonzalez's curator insight, May 22, 6:18 AM

LeadershipABC, knowledge is important but only if it is shared and applied.

Sandra Scheinbaum's curator insight, June 13, 12:34 PM

How can you step outside your comfort zone?

De Carvalho's curator insight, Today, 4:15 AM

ajouter votre perspicacité ...

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The Bad Behavior of Visionary Leaders

The Bad Behavior of Visionary Leaders | LeadershipABC | Scoop.it

Brilliant leaders like Jeff Bezos, Steve Jobs and Elon Musk often give little care and appreciation to their hard-working and loyal employees.


Given the extraordinary success of these men, the obvious question is whether being relentlessly hard on people, and even cruel, may get them to perform better.


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John Michel's curator insight, June 28, 9:02 AM

 Genius covers a lot of sins. A great product is a great product, and you don’t have to do everything right to be successful. Most customers don’t care how the sausage gets made, as long as it tastes good.

Glenn Wallace's curator insight, June 29, 1:03 AM

Apple goes back along way, back to the garden.

JASON CAVNESS's curator insight, June 29, 3:10 PM

I would say that people don't perform because of the bad behavior. They perform better because of the high standards expected of them by visionary leaders.

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The Power Of Leadership Mindsets

The Power Of Leadership Mindsets | LeadershipABC | Scoop.it

In the new world of work, the high-performing organizations will be those who can continually transform from within. Start with leadership mindsets.

Kenneth Mikkelsen's insight:

Change has clearly become the new normal and organizations that can seamlessly navigate the constant state of disruption will best position themselves for success in the future world of work. In such environments there is an imperative for leaders to go first, setting the example for all others to follow. Leaders who approach the change with the right mindsets, and leaders who send the right messages through how they act and behave.


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Steve Bax's curator insight, June 24, 4:01 AM

A thought provoking article. Two elements are particularly notable: A quote from Tim Cook, CEO of Apple ...: “We change every day. We changed every day when he (Steve Jobs) was here, and we’ve been changing every day since he’s not been here. But the core and the values in the core remain the same as they were in ’98, as they were in ’05, as they were in ’10. I don’t think the values should change. But everything else can change.” and within the article...

 

What we typically don’t consider however, is it’s not the overt messages that make or break us, it’s the covert ones, the ones we are not thinking about or aware of. Thus, most times when we find our teams and organizations resisting change, our answer as to why is staring right back at us in the mirror.

 

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Management's Second Curve

Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering a new era where the logic of industrial-age organisation has lost its purchase.


Kenneth Mikkelsen's insight:

Another fine article by Richard Straub from EFMD's Global Focus Magazine. 



Excerpt from the article: 


The decisions now being taken in labs, C-suites and boardrooms will affect everyone on the planet. To guide them, we need a management that is “good”, in both senses of the word, building on the best in humanity as well as better able to predict and bring about favourable outcomes.


It must acknowledge the reciprocal obligations it owes to society in return for the privileges conferred on the corporations that it runs.

It must put the “creative” back in the process of creative destruction by prioritising investment in customer- and market-creating innovation over short-term profits.


And it must use digital technologies to complement rather than substitute human effort, augment rather than automate human abilities. That is, add machine strengths to human strengths to do things that neither could do on their own, as Tom Davenport

has proposed.


In short, management is in need of a second curve that sets a new positive path away from the diminishing returns of the first.

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Ian Berry's curator insight, May 31, 11:09 PM

Some great insights in the slideshare and looks like a great conference. The following on slide 4 is telling

 

“The great casualty of industrial-age philosophy, it is now clear, is the human being, reduced to just another resource that can be sacrificed to the short-term interests of shareholders and those who see it as their job to serve them”


I personally declared industrial age management dead more than 20 years ago. Remarkable leaders killed it long before that. If you're not embracing the new world of leadership and management you're already a dinosaur. The good news is it's not too late to change!

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Restoring Humanity to Leadership

Restoring Humanity to Leadership | LeadershipABC | Scoop.it

With recovery underway in many advanced economies, money is surging back into leadership development after the down-years of the recession. In 2013, companies spent an estimated worldwide total of US$45.5 billion on education for leaders at all levels.

Kenneth Mikkelsen's insight:

There is no value in asking yourself “Am I a leader?” Instead, ask “Who am I leading? And where am I going?”

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Claude Emond's curator insight, May 16, 9:31 AM

To be a leader, you have to have a purpose and people who want to follow you over that purpose. You do not study to become a leader. Your purpose in life is the start of it all. No purpose, nothing to lead forward. What is your purpose ?

Claude Emond's curator insight, May 16, 9:32 AM

To be a leader, you have to have a purpose and people who want to follow you over that purpose. You do not study to become a leader. Your purpose in life is the start of it all. No purpose, nothing to lead forward. What is your purpose ?

E-Copywriting's curator insight, May 18, 8:00 PM

We need to invest in our entire workforce, including our management teams.

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Forget the Vision, Make the Connections

Forget the Vision, Make the Connections | LeadershipABC | Scoop.it

New leaders don’t spend nearly enough time and effort being intentional about how they show up and how they spend their own time. The effort they devote to forming meaningful connections with the people in the organization is almost an afterthought.

Kenneth Mikkelsen's insight:

Executives in transition often spend too little time on what matters most: building relationships. Making effective personal connections requires persistent introspection and intention.



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donhornsby's curator insight, April 27, 9:51 AM

(From the article): How can you be more intentional? Hall frames intentionality in her own work in eight words that guide each of her interactions: “I want it to matter that we met.” And it should matter for both her and the person she is meeting. There is an implied flexibility in the time horizon; it may matter immediately or several years down the road. Challenge yourself: “I want it to matter that I hold this position,” or “I want it to matter that I am your boss.” How does this affect how you will show up to deliver short-term results and create long-term impact?

ALONSO MICHELE's curator insight, May 17, 6:23 AM

Une autre vision du leadership!

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The Importance of Seeing the World in Shades of Grey

The Importance of Seeing the World in Shades of Grey | LeadershipABC | Scoop.it

Executives who see the world in stark contrasts miss the nuances of situations and are less able to compromise to meet common interests.

Kenneth Mikkelsen's insight:

Manfred Kets de Vries makes a compelling case for integrative thinking as he writes: 


"Compartmentalisation of opposites can produce a distorted picture of reality and restricts the range of our thoughts and emotions. When we look at a multifaceted situation through a binary lens we are bound to miss essential details. It harms relationships, diminishes our well-being and limits our understanding of the world."

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Jill Melnicki's curator insight, April 10, 11:27 AM

Kenneth Mikkelsen's insight: Manfred Kets de Vries makes a compelling case for integrative thinking as he writes: "Compartmentalisation of opposites can produce a distorted picture of reality and restricts the range of our thoughts and emotions. When we look at a multifaceted situation through a binary lens we are bound to miss essential details. It harms relationships, diminishes our well-being and limits our understanding of the world."

www.whatawaist.ca's curator insight, April 19, 12:03 PM

Great Post

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Two Ways to Clarify Your Professional Passions

Two Ways to Clarify Your Professional Passions | LeadershipABC | Scoop.it

Have you ever noticed that highly effective people almost always say they love what they do? If you ask them about their good career fortune, they’re likely to advise that you have to love what you do in order to perform at a high level of effectiveness. They will talk about the critical importance of having a long-term perspective and real passion in pursuing a career. Numerous studies of highly effective people point to a strong correlation between believing in the mission, enjoying the job, and performing at a high level.


So why is it that people are often skeptical of the notion that passion and career should be integrally linked? Why do people often struggle to discern their passions and then connect those passions to a viable career path?


Kenneth Mikkelsen's insight:

These exercises suggested by Robert Steven Kaplan may help you increase your self-awareness and develop your abilities to better understand your passions. They also encourage you to pay closer attention to and be more aware of the tasks and subjects you truly find interesting and enjoyable.


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Shawn Boockoff's curator insight, April 1, 7:47 PM

Nice piece on passion. Your life is an occasion rise to it...

Roy Sheneman, PhD's curator insight, April 20, 3:16 PM

Some exercises to help you develop your passions...

Hanne Alsen's curator insight, June 17, 3:18 PM

Tror du på, at KUN hvis du elsker dit job, kan du præstere effektivt ?

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Rethinking Executive Education

Rethinking Executive Education | LeadershipABC | Scoop.it

In this paper John Pourdehnad and Larry M. Starr  propose a new  approach to executive education that takes into account the prevalence of dynamic complexity caused by massive changes in the nature of the internal and external environments of a system.


They argue that the educational requirements necessary to prepare leaders who have the cognitive capacity to steer through the “perfect storm,” are very different from leading in simple and stable contexts.


The authors suggest that this proficiency emerges from the interaction of relevant skills, accessed experience, knowledge and understanding of the situation, practical wisdom and sound judgment, and relevant personality attributes.

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Hanne Alsen's curator insight, June 17, 3:21 PM

Hvor god er du til at navigere i kompleksitet og forandringer ? 

 

- elsker du at være i 'stormens øje' ?

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Learning from the Persuasive Genius of Great Leaders

Learning from the Persuasive Genius of Great Leaders | LeadershipABC | Scoop.it

Great leaders look for empowering frames and communicate them explicitly, to ensure others understand their intent and interpret their actions through the new lens, rather than old frames.


Kenneth Mikkelsen's insight:

The art of framing is an essential skill for executives who want to motivate and inspire.

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donhornsby's curator insight, March 24, 9:35 AM

(From the article): Every conversation, every communication, and every decision begins with a frame. When we provide a context that expands our thinking, includes others, and gives meaning to our efforts, we help spark creativity and insight in ourselves, our peers, and our leaders. Perhaps that explains the old Disney company joke encouraging its animators and designers to challenge a limiting frame:

 

“How many Imagineers does it take to change a lightbulb?”

 

“Does it have to be a lightbulb?” 

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Agility Is Within Reach

Agility Is Within Reach | LeadershipABC | Scoop.it

Many corporate leaders think their companies are agile. Surely, they assume, we possess that combination of speed, flexibility, nimbleness, and responsiveness that will enable us to turn on a dime as circumstances warrant. It often comes as a surprise, then, when a significant opportunity or challenge arises and the company can’t deliver.


What these leaders realize too late is that they are thinking about agility in a counterproductive way. In their view, agility is an end in itself, instead of a means to a more important end - sustainable competitive advantage.


Kenneth Mikkelsen's insight:

In PwC’s latest CEO study, more than half of CEOs surveyed said they believe they will be competing in new sectors in the next three years, and 60 percent said they see more business opportunities now than they did three years ago. But almost three-quarters of respondents expressed concern that their companies lack the skills needed to meet future competitive threats. In these conditions, agility is critical.


With strategic responsiveness and organizational flexibility, you can move quickly when your industry changes.

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ALONSO MICHELE's curator insight, May 17, 6:31 AM

Une couche de plus sur l'agilité des entreprises. En tout cas, le mot est français. Il fallait le trouver le "faux-agile"!.

Hanne Alsen's curator insight, June 17, 3:22 PM

Hvor smidig er din virksomhed i OVERGANGE ?

 

- hvor smidig er du selv ?

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Charles Handy on Qualities of Vision and Leadership

Charles Handy speaks at Leadership All-Stars in downtown Los Angeles during the Drucker Centennial celebration. Charles is a globally renowned business expert and is often regarded as Britain's greatest management thinker. He has been an executive, a theorist, a management thinker and a student of business all his life.


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Heinz Peter Wallner's curator insight, March 11, 5:08 AM

Ein ganz großer Management-Denker!

María Dolores Díaz Noguera's curator insight, March 11, 7:23 AM

Gestión y Liderazgo...Charles Handy on Qualities of Vision and Leadership | @scoopit via @LeadershipABC http://sco.lt/...

www.whatawaist.ca's curator insight, April 19, 12:13 PM

www.whatawaist.ca

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6 Leadership Theories to define Effectiveness of Leaders

6 Leadership Theories to define Effectiveness of Leaders | LeadershipABC | Scoop.it

In this blog piece, Bhudeb Chakrabarti highlights six different theories of leadership that been developed over the years to explain how people lead others. 


He highlights:

  • Trait theories
  • Behvaioural theories
  • Contigency theories such as those proposed by Fred Fiedler and Hersley-Blanchard
  • Charismatic Leadership
  • Transactional Theory
  • Transformational Leadership


He describes leading as the art of influencing and motivating people to perform in a manner to achieve a common goalThe sum total of a leader’s roles, tasks and responsibilities and interpersonal influences constitutes leadership in his opinion.


Via Matthew Farmer
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Jean Marc Santi's curator insight, March 9, 3:36 AM

Ou en êtes vous? quel type de leader sommeille en vous?

Jean Marc Santi's curator insight, March 10, 2:34 AM

Leader = personne ayant un rêve dans lequel d'autres se retrouvent.... 

Owen Roper's curator insight, March 19, 9:19 AM

This is great information for Leaders to get continued knowledge, you can always learn something new.

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Does Articulating Your Corporate Values Matter?

Does Articulating Your Corporate Values Matter? | LeadershipABC | Scoop.it

Corporate values are commonplace. They are stated on corporate literature and easily found on company websites so that visitors can get a sense of what is important to the organisation.  Stating values is also a way to shape internal stakeholders’ understanding  of the company and an attempt to influence their behaviours. 


Kenneth Mikkelsen's insight:

Does it matter what list of values a company ends up with as long as they can present “something” to the world? According to INSEAD research companies perform better when they have clearly articulated values and use them to influence behavior.



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Glenn Wallace's curator insight, July 4, 8:40 AM

Does it

James D Johnson's curator insight, July 4, 11:34 AM

Gallup reports employee engagement at 32% as an improvement, best since 2000!  Perhaps if organization leaders put more effort into reflecting on, communicating effectively and actually living the values they espouse.  People want to know that they are involved in something greater than themselves.  Corporate values, properly followed, lays the foundation for healthy cultures and higher performance.

Ron McIntyre's curator insight, Today, 3:06 PM

Values are always more valuable when they are lived rather than relegated to a shelf for display.  Too many companies values are on shelves only.

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Navigating the Dozens of Different Strategy Options

Navigating the Dozens of Different Strategy Options | LeadershipABC | Scoop.it

Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win — or forget about a sustainable competitive advantage altogether?


Kenneth Mikkelsen's insight:

In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important to choose the right approach to strategy.


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Daniel Egger's curator insight, June 25, 11:01 AM

Interesting. Independently what approach is chosen, or better what portfolio of approaches, strategic and innovation management is increasingly turning dynamic and fluid. Executives have to explore and question constantly what value they generate and how it is perceived. Will be "value thinking" more important than production (automation, robot AI) in the near future?

Steve Bax's curator insight, June 26, 7:09 AM

Very topical article here. Fascinating to see the strategic frameworks listed by year. Ansoff is still in much use today which is the start point in this list. 

Kevin Mullins's curator insight, June 28, 9:36 AM

How many are truly different?

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Leadership Develops When You Escape Your Comfort Zone

Leadership Develops When You Escape Your Comfort Zone | LeadershipABC | Scoop.it

Successful leaders know that they must get out of their comfort zone to succeed. These leaders have spent a lot of time outside their comfort zone.

Kenneth Mikkelsen's insight:

Leadership begins at the end of your comfort zone. Leadership starts in the learning zone. History has shown that life rewards the risk-takers, such as Thomas Edison, Bill Gates, Steve Jobs, Nelson Mandela, Henry Ford, Elon Musk, and many, many more. These are leaders who have dared to step out their comfort zone.


  • Leaders who dared to change things.
  • Leaders who dared to make a difference.
  • Leaders who dared to make an impact on the world.



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David Hain's curator insight, June 23, 11:35 AM

Useful picture of why our comfort zones hold us back.

Jeremy Barton's curator insight, June 25, 6:10 AM

I like this, a comfort zone and a learning zone

James D Johnson's curator insight, July 4, 1:05 PM

In a past life, I had the good fortune to teach people how to ski. People rarely learned anything valuable when they were on terrain that was either too flat or too steep. Real learning took place when the skiers weren't sure of the outcome though its expectation was probably positive. Real progress never happened unless the skiers were willing to take appropriate risks. This holds for leaders as well.

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The New CEO’s Guide to Transformation

The New CEO’s Guide to Transformation | LeadershipABC | Scoop.it

New CEOs and senior executives often take over with a mandate for change. A structured four-step process can help them launch a transformation program and improve performance in a sustainable way.


Kenneth Mikkelsen's insight:

A  framework from Boston Consulting Group that can help leaders define the collective transformation ambition for companies. The framework has three critical components:


  • Funding the Journey. Launch short-term, no-regret moves to establish momentum and to free up capital to fuel new growth engines.
  • Winning in the Medium Term. Develop a business model and operating model to increase competitive advantage.
  • Building the Right Team, Organization, and Culture. Set up the organization for sustainable high performance.


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Boost Your Sales's curator insight, May 23, 2:16 PM

It's all in the questions you ask (yourself)

aml_think's curator insight, June 3, 8:42 AM

CHANGE & TRANSFORM!

Hanne Alsen's curator insight, June 17, 3:15 PM

Hvilken OVERGANG er du / din virksomhed i lige nu ?

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What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence

What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence | LeadershipABC | Scoop.it

Two decades before Daniel Goleman first wrote about emotional intelligence in the pages of HBR, he met his holiness the 14th Dalai Lama at Amherst College, who mentioned to the young science journalist for the New York Times that he was interested in meeting with scientists. Thus began a long, rich friendship as Goleman became involved over the years in arranging a series of what he calls “extended dialogues” between the Buddhist spiritual leader and researchers in fields ranging from ecology to neuroscience. Over the next 30 years, as Goleman has pursued his own work as a psychologist and business thinker, he has come to see the Dalai Lama as a highly uncommon leader. And so he was understandably delighted when, on the occasion of his friend’s 80th birthday, he was asked to write a book describing the Dalai Lama’s compassionate approach to addressing the world’s most intractable problems.


Kenneth Mikkelsen's insight:

Three kinds of empathy are important to emotional intelligence: cognitive empathy – the ability to understand another person’s point of view; emotional empathy – the ability to feel what someone else feels; and empathic concern – the ability to sense what another person needs from you. 


Cultivating all three kinds of empathy, which originate in different parts of the brain, is important for building social relationships and compassion.


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Jan(McMorris)Manimoi's curator insight, May 6, 4:02 PM

    "I am excited about Daniel Goleman's new book,"Force of Good" coming out in June.  I believe that it will have a very positive impact of increasing people awareness concerning compassion,three types of empathy,emotional intelligence and call to action in getting much more involved in family,business,community and global problems.

    To be human is to connect to humanity and become a very active participant in creating possible solutions for world and community problems.

    The depth of the Dalai Lama's compassion for future generations 

and his vision of global collaboration touches the hearts of many people all over the world.

    Dalai Lama is an excellent role model for many.  He is a world citizen.  He is driven to research world problems in depth and able to communicate with people on all levels. He shows compassion for all.

He is able to reaches out his heart and hands to connect and help many at all levels. He shows no partiality.   How could we not appreciate,cherish him and follow his lead? Of course, we want to know much more about this man, Dalai Lama.  He arouses much curiosity of mind and heart.

    Thank you Andrea Ovans for the opportunity to read your article."

Miguel Herrera E.'s curator insight, May 10, 11:46 PM

Porque es tan importante ser empatico y como aprenderlo

Francien Daniels-webb's curator insight, June 20, 9:02 AM

My life has totally flipped and for the better.  Finding and accepting that I could not afford to live in one place paying rent and utilities I became homeless.  All my 'stuff' went to the Salvos Thrift Shop.  Now I am a World Citizen and at 64 my life and health has never been in a better place.  

I don't charge for my services, I Pay it Forward and have since December 2011.  Do I miss having my 'own' place?  Not for a moment, no one can own anything permanently.

Meet me on www.homesittersworldwide.com as well as my daughter Felicity and also my granson Kieran who also has Free Accommodation, the current home sit is for 12 months In Victoria Australia while I am home and pet sitting myself around North America for 11 months.  #lovemyperfectlifestyle

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Rise of HR

Rise of HR | LeadershipABC | Scoop.it

“The Rise of HR: Wisdom from 73 Thought Leaders,” is a recent anthology published by the HR Certification Institute in collaboration with Dave Ulrich, Professor, University of Michigan and Co-founder of The RBL Group, Bill Schiemann, CEO, Metrus Group, Inc. and Libby Sartain, Business Advisor and Board Member. 

Kenneth Mikkelsen's insight:

The following ten themes from the book offer valuable reflection, action and further reading for HR professionals around the world.


  1. The HR professional of today is more likely to be a talent expert, a technology expert and a consultant.  They must focus on 3 categories of skills: how to recruit, develop, and manage people; how to organize, enable and improve the organization; and how to manage, leverage, and exploit data and technology.
  2. Getting the transformational change process right in an organization means attending to the Structural, Cultural and Human elements. All change requires an expenditure of physical, emotional and cognitive resources that should be prioritized like any other organizational asset.
  3. HR leaders need to be conductors of the organizational orchestra, by coordinating the orchestra and being comfortable balancing the various tensions (individual versus firm, star versus supporting players, timing, and flow).  Three key elements underlying the new HR are talent, data and strategy, and require an ability to coordinate alignment across different levels of organizational hierarchy.
  4. HR professionals will need to spend more time thinking about and developing strategies for operating in what has become a transparent world.  More than ever before, HR professionals have to approach their role by constantly reminding their organization to consider the question: What would happen if an employee or customer saw this, or if this appeared on the front page of the newspaper?
  5. Creation of an employer brand is as important as our corporate brand - and thus HR and marketing should be attached at the hip.  In this age of transparency, employees are the media and HR is essential to marketing, as they deliver on the brand promise day in and day out.
  6. In any business dialogue, an HR professional can proffer three unique contributions - Talent, Leadership and Organization.  Three dimensions of competitive organization are organizational capabilities (what the organization is known for, good at doing, how it allocates resources), culture (pattern of how people think and act) and management actions (intellectual, behavioral and process agendas).
  7. Culture is the catalyst that connects executive leadership goals to HR goals and creates a perpetual winning environment.  Great cultures are created through everyday relationships that employees have with leaders, their work and with one another.
  8. Success in any field is based on two characteristics: long term resilience and the ability to be centered, or "in the zone" more frequently.  This resilience center spans five aspects of our lives: our emotions, our physical selves, our spirits, our finances and our relationships.
  9. Workforce metrics is strategically important for firms because the workforce is most firms' single largest expenditure - and the least scrutinized in assessing its impact on value creation.  HR must focus on delivering outcomes that enable top-line growth through the firm's strategic mindset and by leveraging the performance of individual roles that impact value creation and top-line growth.
  10. Forward-thinking HR organizations choose their leadership arenas carefully, letting others take the lead when trends are new to HR, and taking a leadership role as HR becomes more involved.  It means gaining credibility with functional partners from other disciplines so that they welcome the involvement of HR in their domain and are willing to help translate and apply their expertise to HR issues.


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Miklos Szilagyi's curator insight, April 12, 5:02 PM

Free pdf, 582 pages...

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Stop Trying to Find Your True Self at Work

Stop Trying to Find Your True Self at Work | LeadershipABC | Scoop.it

Self-awareness has become a synonym of conformity, another word for being mindful of what others think of us. Authenticity has become a synonym of consistency, a term understood to mean acting uniformly in different domains. And we have come to regard the true self less like a seed and more like a diamond.


Kenneth Mikkelsen's insight:

Work that gives us joy, or that others applaud, may well be an expression of our true selves. But that work is not our true self. The moment we think it is we become captive by, rather than makers of, it.


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Graham Ward's curator insight, April 7, 3:49 AM

Excellent article by one of INSEAD's top leadership professors. 

Ivon Prefontaine's curator insight, April 7, 7:05 PM

There are good points made in the article. I found teaching was something that could help make me fuller and give me more a sense of who I was.

 

@ivon_ehd1

www.whatawaist.ca's curator insight, April 19, 12:03 PM

Very True

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Internal Memo: Zappos is offering severance to employees who aren’t all in with Holacracy

Internal Memo: Zappos is offering severance to employees who aren’t all in with Holacracy | LeadershipABC | Scoop.it

Aimee Groth has been following Zappos' transformational journey to become a self-managing organization on Quartz for some time.


This article reveals what goes on behind the scene in Zappos and brings forth an internal memo from CEO Tony Hsieh where he literally asks the employees to get on board, or hit the door.


In his memo, Hsieh details the theory behind self-organization and asks employees for input on how to increase performance in a company without traditional managers. 


In the memo you'll also find references to Frederic Laloux's research portrayed in the book "Reinventing Organizations." 


You can access a talk that Frederic Laloux gave at RSA in February 2015 here

Kenneth Mikkelsen's insight:

I also encourage you to read Financial Times' response to the article. You can read the story by Andrew Hill here: Zappos and how to manage a move to self-management.


I have collected a wide rage of articles, Slideshares and videos that will get you up to speed on holacracies in a previous Storify thread that you can access here


Read also Bud Cadell's blog post on Medium on Why Self-Organizing is So Hard.


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Shawn Boockoff's curator insight, April 1, 7:32 AM

Interesting approach and especially supportive of choice to leave if it's not your "cup of tea". However, this has a significant cultural affect, and I suspect those that stay won't all be on board. Hope the commitment is there to see it through or it will just be ugly.

Ian Berry's curator insight, June 23, 4:00 AM

Appreciate the link to Storify Thank you Kenneth

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The Most Productive Way to Develop as a Leader

The Most Productive Way to Develop as a Leader | LeadershipABC | Scoop.it

Everybody loves self-improvement. We want to get smarter, network better, be connected, balance our lives, and so on. That’s why we’re such avid consumers of “top 10” lists of things to do to be a more effective, productive, promotable, mindful — you name it — leader. We read all the lists, but we have trouble sticking to the “easy steps” because while we all want the benefits of change, we rarely ever want to do the hard work of change.


Kenneth Mikkelsen's insight:

Think of self-improvement as play, not work.

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Kimberley Richardson's curator insight, March 30, 9:39 AM

Self-improvement requires a commitment to being the best person and leader you can be. 

www.whatawaist.ca's curator insight, April 19, 12:06 PM

Very True

Hanne Alsen's curator insight, June 17, 3:24 PM

 

Er du klar til at gøre en indsats, for at blive bedre til at håndtere OVERGANGE / forandringer ?

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10 Principles of Organization Design

10 Principles of Organization Design | LeadershipABC | Scoop.it

 In the 18th annual PwC survey of chief executive officers, conducted in 2014, many CEOs anticipated significant disruptions to their businesses during the next five years as a result of external worldwide trends. One such trend, cited by 61 percent of the respondents, was an increasing number of competitors. The same number of respondents foresaw changes in customer behavior creating disruption. Fifty percent said they expected changes in distribution channels. As CEOs look to stay ahead of these trends, they recognize the need to change the organization’s design. But for that redesign to be successful, a company must make its changes as effectively and painlessly as possible, in a way that aligns with its strategy, invigorates employees, builds distinctive new capabilities, and makes it easier to attract customers.


Kenneth Mikkelsen's insight:

These fundamental guidelines, drawn from experience, can help you reshape your organization to fit your business strategy.


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Steve Bax's curator insight, March 24, 6:00 AM

This is a very topical, well written piece on the ongoing issues of organisational structure design. The principles are sound and resonate with previous theorists such as Lewin, Deal and Kennedy. There are some good examples and strong recommendations for what NOT to do too. The comments on benchmarking are particularly relevant for many organisations seeking to establish their own position in the marketplace. Another key message is to let go of the past. Leaders need to build on strengths - formal or informal - and look ahead.

Karen Silins's curator insight, March 25, 11:53 AM

Nice list of elements in organizational design.

Hanne Alsen's curator insight, June 17, 3:26 PM

Er din organisation skræddersyet til de aktuelle udfordringer ?

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The Single Best Way To Develop Leadership Skills

The Single Best Way To Develop Leadership Skills | LeadershipABC | Scoop.it

You might learn a great deal in school, but it’s doubtful that you’ll actually develop as a leader by reading a book or taking a course. The military is right about experiential development: People grow and become leaders by making a commitment to a cause, and having personal responsibility and accountability.  


For those of us in civilian life, there are also ways for us to develop as leaders through experience: through volunteer service. There are myriad nonprofit missions from which to choose, roles and positions in which to engage that are meaningful and productive, and paths for personal and professional advancement.


Kenneth Mikkelsen's insight:

Alice Korngold is the author of A Better World, Inc. A book that I highly recommend.


You can follow Alice on Twitter here: @alicekorngold.


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george_reed's curator insight, March 11, 8:09 PM

According to the Harvard Confidence in Leadership Index, the military is the one segment of American society in which most Americans report a high degree of confidence. They are clearly doing something right, and that probably includes a process for leader development. 

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6 Leadership Styles, And When You Should Use Them

6 Leadership Styles, And When You Should Use Them | LeadershipABC | Scoop.it

Great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job.


Kenneth Mikkelsen's insight:

Here are the six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:


  1. The pacesetting leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be "Do as I do, now." The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation.

  2. The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be "Come with me." The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.

  3. The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be "People come first." The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.

  4. The coaching leader develops people for the future. If this style were summed up in one phrase, it would be "Try this." The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.

  5. The coercive leader demands immediate compliance. If this style were summed up in one phrase, it would be "Do what I tell you." The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.

  6. The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be "What do you think?" The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.
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Miklos Szilagyi's curator insight, March 7, 2:02 AM

OK, after theories the leadership styles to choose from...

junewall's curator insight, March 8, 10:25 PM

What do you think? .... Try this.... but remember People come first!

 

What styles do you use more often than the others?

Jean Marc Santi's curator insight, March 9, 3:34 AM

Just because it's so adaptative

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Making the Big Behaviour Breakthrough

Making the Big Behaviour Breakthrough | LeadershipABC | Scoop.it

A 2008 Harvard Business Review survey involving 125,000 participants at companies in more than 50 countries found that three out of every five companies surveyed rated their organizations as weak at execution. This sounds shocking. But understanding why so many managers have such little faith in their organizations’ ability to execute strategies isn’t hard if you look in the right place.


Kenneth Mikkelsen's insight:

When it comes to what executives think matters most to the bottom line, it is clearly time for some attitude adjustments.


Nearly all CEOs today invest in leadership. And yet, after decades of sustained research on the topic, these investments typically lead to questionable results rather than clearly improved levels of leadership.


As The Conference Board put it in 2008, “The study and practice of leadership and leadership development continues to be a work in progress, albeit one that shows frustratingly little progress.”


Why?


In many cases, leaders simply don’t see the significant value lost when employees fail to adopt desired behaviours or choose to adopt them incompletely. Despite all that’s been said about the importance of behaviour in recent years, most executives continue to dismiss it as “soft stuff.”


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Joan Nichols's curator insight, March 2, 5:42 AM

Changing behavior is key to a good  change management strategy but often overlooked in many industries.   Insightful health care examples provided in this article...

Hanne Alsen's curator insight, June 17, 3:29 PM

 

Har du ejerskab for de overgange din virksomhed/organisation ønsker at du går igennem ?