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Your Brain Is Hardwired To Make You One Type Of Leader - Can You Overcome It?

Your Brain Is Hardwired To Make You One Type Of Leader - Can You Overcome It? | LeadershipABC | Scoop.it

New findings suggest that our brain's analytical and social networks are hardwired to cancel each other out. Fortunately, there is a way for leaders to toggle successfully between the two. 



Via Bobby Dillard
Kenneth Mikkelsen's insight:

Our brains have two distinct networks that align with two different leadership styles:


1. The task-positive network (TPN) kicks in when it’s time to get things done, like a drill sergeant. 
2. The default-mode network (DMN) is believed to be activated when we’re being introspective or chewing on an ethical decision.


Effective leadership depends on being able to switch from one to the other seamlessly in the moment.


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Brad Barbera's curator insight, May 25, 2014 9:12 AM

#Innovation #Leadership

Lisa McCarthy's curator insight, May 26, 2014 6:35 AM

Fascinating article on the brain's analytical and social networks, and how this affects one's leadership ability.

AnnC's curator insight, May 26, 2014 4:00 PM

Be aware of when to engage the social network in your brain and when to engage your analytic network.

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Finally, Proof That Managing for the Long Term Pays Off

Finally, Proof That Managing for the Long Term Pays Off | LeadershipABC | Scoop.it

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations.

Kenneth Mikkelsen's insight:

McKinsey's new Corporate Horizon Index provides systematic evidence that a long-term approach can lead to superior performance for revenue and earnings, investment, market capitalization, and job creation.

 

Download the full report here

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Jerry Busone's curator insight, February 14, 7:47 AM

Interesting read about laying for the long game vs. reacting to the the short play

Ron McIntyre's curator insight, February 15, 6:31 PM

It's about time we bring long term sustainable growth back into the picture of businesses today.

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2017 Edelman Trust Barometer

The 2017 Edelman TRUST BAROMETER reveals that trust is in crisis around the world. The general population’s trust in the institutions of business, government, NGOs, and media declined broadly, a phenomenon not recorded since Edelman began tracking trust in 2001. 

 

Kenneth Mikkelsen's insight:

The implications of the global trust crisis are deep and wide-ranging. It began with the Great Recession of 2008, but like the second and third waves of a tsunami, globalization and technological change have further weakened people’s trust in global institutions. The consequence is virulent populism and nationalism as the mass population has taken control away from the elites.

 

Key findings from the 2017 Trust Barometer include:

 

  • Trust in business (52 percent) dropped in 18 countries, while NGOs (53 percent) saw drop-offs as high as 10 points across 21 countries.

 

  • Employees, on average, are trusted 16 points more than CEOs on messaging around employee/customer relations (53 percent), financial earnings (38 percent), crises (37 percent), innovation (33 percent), industry issues (32 percent) or programs addressing societal issues (30 percent).

 

  • Half of the countries surveyed have lost faith in the system, led by France (72 percent) and Italy (72 percent), Mexico (67 percent), South Africa (67 percent) and Spain (67 percent).

 

  • Trust in traditional media fell 5 points to 57 percent, the steepest decline among platforms since 2012, followed by social media (41 percent), which dropped three points. By contrast, online-only media (51 percent) received the biggest bump in trust at five points.
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Steve Bax's curator insight, January 19, 2:46 AM
Fascinating. 
Sergey Pavlov's curator insight, January 20, 8:10 AM
Interesting presentation
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PwC CEO Survey 2017: What's next?

PwC CEO Survey 2017: What's next? | LeadershipABC | Scoop.it

PwC's CEO Survey for 2017 has just been released at the World Economic Forum's meeting in Davos.

 

The survey shares the view of nearly 1,400 CEOs on key events, trends and issues shaping business decision-making today.

 

 

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Silicon Valley Has an Empathy Vacuum

Silicon Valley Has an Empathy Vacuum | LeadershipABC | Scoop.it

Silicon Valley’s biggest failing is the distinct lack of empathy for those whose lives are disturbed by its technological wizardry. 

 

Kenneth Mikkelsen's insight:

Excellent piece by Om Malik in the New Yorker. 

 

Whether self-driving cars and trucks, drones, privatization of civic services like transportation, or dynamic pricing, all these developments embrace automation and efficiency, and abhor friction and waste.

 

People are falling behind because technology is advancing so fast and our skills and organizations aren’t keeping up. 

 

 

 

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Digital Leadership Is Not an Optional Part of Being a CEO

Digital Leadership Is Not an Optional Part of Being a CEO | LeadershipABC | Scoop.it

What does digital leadership look like?

 

Kenneth Mikkelsen's insight:

Study shows that 90% of executives believe their businesses are being disrupted or reinvented by digital business models, and 70% believe they do not have the right skills, leader, or operating structure to adapt. It’s not a good position to be in.

 

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Mark Edwards's curator insight, December 4, 2016 3:38 PM

Study shows that 90% of executives believe their businesses are being disrupted or reinvented by digital business models, and 70% believe they do not have the right skills, leader, or operating structure to adapt. It’s not a good position to be in.

 

Steve Bax's curator insight, December 5, 2016 3:27 AM
Very good article by Josh Bersin in HBR here. In addition to the comment from Kenneth Mikkelsen, I find the comment on the importance of culture very interesting. 
Bersin says "As we’ve studied digital leadership over the last few years, we find something else important: Culture is key. Success is largely dependent on people sharing information with each other, partnering, and continuously educating themselves. This is able to happen when you build a collective, transparent, and deeply shared culture. CEOs who are digital leaders are continuously reinforcing the culture, communicating values, and aligning people around the culture whenever something goes wrong." The shift to more use and sharing of metrics is revealing too.
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Theranos and the Dark Side of Storytelling

Theranos and the Dark Side of Storytelling | LeadershipABC | Scoop.it

Successful stories generate powerful feelings, and strong feelings act as a solvent on our logic and our skepticism. To put it positively, good stories—fictional or not—make us more open minded. To put it negatively, they make us a lot more gullible.

 

 

Kenneth Mikkelsen's insight:

I am a big fan of Jonathan Gottschall's book The Storytelling Animal. In this blog post, Jonathan explains how powerful, emotion-drenched stories is at the heart of every con job and how important it is to build a storytelling culture on an ethical foundation. 

 

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Leaders Need to Slow Down to Speed Up

Leaders Need to Slow Down to Speed Up | LeadershipABC | Scoop.it

Discovering how to learn fast, including taking time out for creative thinking and implementation, is necessary for effective self-disruption.

 

Kenneth Mikkelsen's insight:

How can leaders learn to adapt quickly to new knowledge and trends — to disrupt themselves before others do? Speed and agility in learning are critical.

 

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The Key to Adaptable Companies Is Relentlessly Developing People

The Key to Adaptable Companies Is Relentlessly Developing People | LeadershipABC | Scoop.it

There are organizations that are great at what they do, that are relentless at it. But it turns out there are very few that are great and relentless at people development.

 

Kenneth Mikkelsen's insight:

A relentless focus on people, on developing everyone in the organization, leads to an organizational culture designed for adaptive change. In this sense, culture is strategy.

 

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Successful Leaders Know What Made Them Who They Are

Successful Leaders Know What Made Them Who They Are | LeadershipABC | Scoop.it

As chairman of the Washington Speakers Bureau, Bernie Swain posed one simple question to 100 of the eminent people that his company represents. People like Madeleine Albright, Tom Brokaw, Colin Powell, Terry Bradshaw and Condoleezza Rice were asked to identify the one person, event, or influence that made them who they are as a leader and a person.

 

Kenneth Mikkelsen's insight:

The overriding lessons from Bernie Swain's questioning is that successful leaders are self-aware. They have an inner voice and pay attention to it. They understand the defining moments of their lives and thereby better understand their own strengths, biases, and weaknesses as leaders.

 

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The Dark Side of High Employee Engagement

The Dark Side of High Employee Engagement | LeadershipABC | Scoop.it

We need to take a more balanced view of employee engagement. Managers need to think about how to create just enough tension in their workforce in order to trigger healthy competition and intrinsic motivation. A “one size fits all” approach to employee engagement is unrealistic, and the common understanding of engagement as “happiness” is too simplistic.

 

Kenneth Mikkelsen's insight:

While engagement is an important determinant of performance, performance is also affected by other factors – and sometimes those factors matter more than engagement. For example, a recent study by Google found that the critical drivers of effective team performance were an open and safe team culture, clear goals, and a strong sense of purpose. Likewise, scientific studies show that leaders’ judgment and decision making ability can affect team and organizational performance beyond engagement. This explains why certain leaders – think Steve Jobs or Jeff Bezos – can be so effective despite not displaying great people-skills or emotional intelligence: you can get away with it if you also have great judgment and vision.

 

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Kenny Kerswell's curator insight, August 31, 2016 5:59 AM

While engagement is an important determinant of performance, performance is also affected by other factors – and sometimes those factors matter more than engagement. For example, a recent study by Google found that the critical drivers of effective team performance were an open and safe team culture, clear goals, and a strong sense of purpose. Likewise, scientific studies show that leaders’ judgment and decision making ability can affect team and organizational performance beyond engagement. This explains why certain leaders – think Steve Jobs or Jeff Bezos – can be so effective despite not displaying great people-skills or emotional intelligence: you can get away with it if you also have great judgment and vision.

 

Walter Gassenferth's curator insight, September 18, 2016 6:41 AM
Useful post, presenting a lucid vision of the theme. For those who speak Portuguese or Spanish and are interested in business management, please visit http://www.quanticaconsultoria.com
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The Lost Art of Thinking in Large Organizations

The Lost Art of Thinking in Large Organizations | LeadershipABC | Scoop.it

Many executives in big companies attained their positions by excelling at getting things done. Unfortunately, a bias for doing rather than thinking can leave these executives ill-equipped for their new roles.

 

Kenneth Mikkelsen's insight:

A company becomes big by finding a successful business model — and then scaling it massively. This necessitates building a finely tuned system with highly standardized processes. To get promoted in such an environment requires an almost singular focus on execution. In other words, it requires action more than thinking. However, once executives are promoted to a senior level, these new business leaders must be able to think strategically. Ironically, the very skills in execution that led to their promotions often make these executives ill-equipped for their new roles, since their strategy thinking muscles have withered from disuse.

 

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Katherine Prewitt's curator insight, September 4, 2016 5:14 AM
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Walter Gassenferth's curator insight, September 18, 2016 6:40 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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The Management Thinker We Should Never Have Forgotten

The Management Thinker We Should Never Have Forgotten | LeadershipABC | Scoop.it

W. Edwards Deming believed that we can improve worker performance only when we improve the entire system they work within. And he believed that managers wrongly apply incentive pay plans, forced rankings, and all sorts of carrots and sticks to create the illusionof control without solving root performance problems.

 

Kenneth Mikkelsen's insight:

Revisiting W. Edwards Deming helps in an era of short-termism and mistrust.

 

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jean charles crouin's curator insight, August 15, 2016 5:14 AM
Much more to @demming thank his wheel...
Au delà de la roue...#leadership
Walter Gassenferth's curator insight, August 23, 2016 6:45 AM
Very interesting subject to be considered and discussed. I will disclose the post to my contacts and subscribers in http://www.quanticaconsultoria.com
Walter Gassenferth's curator insight, September 22, 2016 11:35 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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Reawakening Idealism

Reawakening Idealism | LeadershipABC | Scoop.it

In current times we need idealists to steward the conversation about the society we want to live in rather than leaving it up to greedy lobbyists, opportunistic politicians and reductionistic fortune tellers to set the direction.

 

Kenneth Mikkelsen's insight:

The argument against idealism is an argument against democracy, an argument against love, an argument against justice and equity, and all the things that our culture has abandoned in the name of privatisation and economic profit maximization.

 

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prepareexcitable's comment, August 19, 2016 1:14 AM
Thats stunning...
Walter Gassenferth's curator insight, September 22, 2016 11:37 AM
Lucid post, presenting interesting trend. For those who speak Portuguese or Spanish and are interested in business management, please visit http://www.quanticaconsultoria.com
Katherine Prewitt's curator insight, January 3, 11:31 AM
"When we defend idealism, we defend imagination. We defend possibility. We defend the world of ideas." Peter Block
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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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Caylin Britt's curator insight, June 3, 2016 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, 2016 9:17 AM
In times of Great Churning asking humble questions allows collective intelligence to be activated. 
prepareexcitable's comment, August 19, 2016 1:14 AM
Its splendid :)
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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, 2016 10:23 PM
Share your insight
People Power's curator insight, May 19, 2016 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 18, 2016 8:33 AM
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, 2016 6:38 AM
The Communication Guide For Leaders Who Aren't Sure What's Coming Next
David Hain's curator insight, May 12, 2016 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, 2016 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, 2016 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, 2016 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, 2016 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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Geoff Feldman's curator insight, May 20, 2016 10:03 AM
Organization Transformation - still need to follow the steps I learned back in the 1970!
Ante Lauc's curator insight, May 29, 2016 2:59 AM
With warm hearts and smart minds we can avoid all barriers.
Barbara Lond's curator insight, September 8, 2016 4:20 AM
I rather like this. In my experience the groundwork is not sufficiently done. I was involved in a project where 4 years into a large transformation project, there was no strategy, project office or a starting point for people coming into project.
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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, 2016 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, 2016 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, 2016 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
Susan Sussman's curator insight, July 26, 2016 7:46 AM
FastTrack emphasizes corporate and personal character/values!
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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, 2016 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
Susan Sussman's curator insight, July 28, 2016 7:48 AM
FastTrack Coach Academy believes we can learn a lot from films about character and leadership.
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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, 2016 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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Curated by Kenneth Mikkelsen
Thinker ★ Speaker ★ Writer ★ Leadership Adviser ★ Learning Designer ★ Neo-Generalist

Kenneth Mikkelsen is co-founder of FutureShifts. He helps visionary companies identify and tackle the big shifts in society by cultivating the skills, mindsets, behaviours and organisational systems needed to succeed in times of change.