Last week I discussed diversity with a good US contact. He kept emphasizing, how diversity was a rising topic. Especially in major US companies. He also said: ”No one is really capable of measuring the real diversity in an organization, nor what influence diversity has on an organization”.The discussion reminded me of some surprising research Innovisor did a few years back that formed my opinion. Here are the highlights of what I shared with him.The Innovisor research got cited in Wall Street Jo
Scaling the edge to create new business valueTo succeed in today’s networked economy, businesses must participate in dynamic, evolving networks of diverse organizations. And while such networks can be difficult to navigate, they offer companies the opportunity to evolve their business models, deepen skills and knowledge, expand into new markets, and scale operations.To stay viable amid accelerating change, businesses themselves must change more frequently—and in ways that use their business ecos
june holley's insight:
He's talking about business but scaling the edge is equally applicable to movements and networks.
Open [David Price] on Amazon.com. *FREE* shipping on qualifying offers. “From every perspective OPEN will open your mind to some of the real implications of digital technologies for how we live and learn in the 21st century.” Sir Ken Robinson
Coaching isn’t just something that specialized professionals do. In fact, some of the most powerful coaching experiences are informal exchanges in the hallways, cafeterias, offices and other workspaces in the course of everyday work.
Coaching conversations are an important means by which experiences are turned into learning, and nearly anyone can conduct them.
In this series, professionals explain how to lead in times of turmoil or growth. Read the posts, then write your own (use #HowILead in the body of your post).As Peter Drucker said years ago, stable times require excellence and good management. As we transition to a new age, our organizations need more; they need leadership. So managers shouldn’t just manage. Today they need to lead and think of themselves primarily as leaders rather than just managers. In the past, tinkering could do the trick.
1. What's it like to be on the other side of me? Are others around me flourishing? 2. How can I improve? 3. Who currently has permission to call me out and say the hard things to me that I need to hear? 4. How do I respond in moments of crisis? Do I chew people out when something is not done right? 5. Am I truly self aware? Where/what are my blind spots in my leadership? Am I a secure confident leader? 6. Do I talk more than I listen? 7. What do I need to learn from my most recent failures? 8. How do I lead people way different than me? 9. Am I comfortable surrounding myself with people who are better at their jobs than I am? 10. Who else should I be learning from? Who is currently coaching or mentoring me? BONUS: Who am I grooming/coaching to replace me in my current role?
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