Are there new ways to think about our digital workplace skills that allows us to take our thinking up to a new plane, the next meta-level of thinking and working where we have much higher leverage, can manage change that is an order of magnitude or greater in volume than today, work in fundamentally better and smarter new ways — and perhaps even work a bit less — yet produce much more value?
The rate of change in the business world today is greater than our ability to respond. In a world that is often described as VUCA (Volatile, Uncertain, Complex and ambiguous), there are major tectonic shifts that demand a new mindset of leadership. First, let us look at these shifts. In recent
The path to self-improvement starts with self-awareness – the ability to have a clear understanding of your personality, strengths, values, weaknesses, motivations and emotions. The awareness of why you do what you do helps you develop the process that will move you forward. Where you focus your behavior, thoughts and[...]
Carol Dweck offers a theory of Mindset. People can be classified into either Fixed or Growth Mindset states. People that possess a growth Mindset rise to challenges and learn from feedback on their mistakes. People's Mindsets can be changed, and it is possible to support people in the transition to a growth Mindset.
“Today any company that isn’t rethinking its direction at least every few years—as well as constantly adjusting to changing contexts—and then quickly making significant operational changes is putting itself at risk. But, as any number of business leaders can attest, the tension between needing to stay ahead of increasingly fierce competition and needing to deliver this year’s results can be overwhelming.”
— John P. Kotter, “Accelerate!”, Harvard Business Review, November 2012 Accelerating change continues to impact every facet of business. To thrive long term, business leaders must make implementing change a core competency in order to capitalize on our changing world instead of merely trying to adapt to it.
One basic premise of Movement Netlab is that we can accomplish great things when we organize ourselves into groups, or clusters, based around what we are most passionate about. Sometimes these clusters last for years.
I am thrilled to share The Emerging Leaders Playbook – you can download here. It offers a comprehensive guide for emerging leaders and their mentors to help them make sense of the changing nature of leadership.
Challenges and problems can derail your creative process ... or they can make you more creative than ever. In the surprising story behind the best-selling solo piano album of all time, Tim Harford may just convince you of the advantages of having to work with a little mess.
You probably already use a "to-do" list, and chances are you've at least heard of its close cousin, the "got-done" list. But the two approaches to managing your time and tasks aren't created equal, and the research is steadily piling up on behalf of the latter. Here's why you should consider switching to "got-done" lists, and how to get started.
Studies have shown that focusing on past achievements can boost our creativity, productivity, and even happiness. And while we probably shouldn't replace celebrating our wins with reflecting on our intentions, most of us could probably put the two in better balance. That's where a "got-done" list com
In Part One of this series, we described how leadership within an organization or network needs to flex (depending on the specific situation) between opposite points of a spectrum from Directive to Adaptive. In Part Two of this series, we explored what leadership looks like if it is directive, adaptive, or in-between (where folks use advice and consulting). We also raised a challenge to positional leaders: to attend to the readiness and capacity of self and others to respond appropriately
We operate in a time of increasing complexity, where we frequently cannot control or predict what will effect change, where dynamic forces affect the broader movement ecosystem, and where interdependent relationships are vital to our work. To progress on the long arc of justice we need to get much smarter about how to engage the leadership of all who care about justice. We need to transcend the futile search for the one or two best leadership approaches and understand a spectrum of leaders
Robin Lincoln Wood Overview of the Purpose of this Series of Articles – with excerpts from “A Leader’s Guide to ThriveAbility” This series of articles is intended to illuminate how an integral approach to leadership can help us meet the critical...
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