The ability for being present is not something mystic. Most everyone recognizes it and has experienced it in themselves and others at some time or another. However, it is not always easy to talk about, precisely because it involves more than our cognitive and verbal abilities. It is also a crucial aspect of creative leadership. THNK encourages its future leaders to be as present as they can be. A nice example of how leadership can unfold while being present is in the journey of one of our partic
For the past few months, I’ve been designing curriculum and materials and facilitating a Nonprofit Emerging Leaders online peer learning project with Third Plateau Impact Strategies. It's a pilot project supported by the Packard Foundation that tests different approaches to emerging leader
There is a reason to take vacations. That reason is to simply stop.
This summer I took my first vacation in more than two years. It was not easy. Taking a vacation is a very specific conundrum for the impassioned small businessman. There is no good time to do it. There is no time when it seems there is not a Sword of Damocles looming over our high-risk, very personal business creations. There is no time when we do not need four times as many hours as there are in the workweek. It seems unimaginable to take a true existential furlough from our labor.
Workaholism is a habit. It is an addiction. It needs to be fought each day with tools like meditation, prayer, yoga, and exercise. But it also needs the occasional Big Break.
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?
Continuing our series on P2P women, we present Andrianna Natsoulas’ interview with Michel Bauwens. Q: You are mostly known for your work around food sovereignty, can you tell us a bit of personal history and how you decided to get engaged on that issue; then, how do think your work is related to the concept of …
It’s in vogue to call the new movement to end police violence against black civilians leaderless. Historian and veteran activist Barbara Ransby argues that it has many leaders in the Ella Baker tradition—and that Twitter won't save us.
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.
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