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Failure is Part of the Process

Failure is Part of the Process | New Leadership | Scoop.it

Who are the three people described below, and what do they have in common?

 

An author who wrote her first book on an old typewriter and the manuscript was rejected by 12 publishers.The inventor who produced over 3000 prototypes.The noble prize winning physicist who did not speak until he was four, and his teachers thought had learning disabilities.

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New Leadership
The Changing Face of Modern Leadership
Curated by Roger Francis
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10 Content Marketing Trends Every Leader Needs to Know for 2015

10 Content Marketing Trends Every Leader Needs to Know for 2015 | New Leadership | Scoop.it
You know the importance of diversifying your financial portfolio, but do you apply that same concept to your network of advisers?

Just as you cover your bases financially, you need to consult experts from a variety of backgrounds before making large-scale marketing decisions.

As you start planning for the New Year, accessing this network is crucial. Right now, I'm having conversations with experts, media outlets, brands, organizations, and others who have insight into what the content marketing landscape for 2015 will look like.

Via Brian Yanish - MarketingHits.com, donhornsby
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donhornsby's curator insight, Today, 10:15 AM

(From the article): Brands Will Need to Cut Through the Clutter


Although articles and long-form blog posts will remain important, Renée Warren, president and CEO of Onboardly, believes more companies will start to emphasize visual and audio content.

 

"As far as getting attention and cutting through the clutter, creative videos, interesting podcasts, and variations of visually appealing data representation like infographics and SlideShare presentations will be the big winners," she says. "Repurposing content will be at an all-time high in 2015."

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The Power of Strategic Sacrifice

The Power of Strategic Sacrifice | New Leadership | Scoop.it

Do Less Better: The Power of Strategic Sacrifice in a Complex World isn’t the first book on focus, nor will it be the last. But the element that separates this book from the others is the “how” – how one finds focus in a business world that is more complex than ever before. All the way from the C-suite’s choice of markets in which to compete, to the daily to-do list, the “how” is one’s capacity to make tough strategic choices and tough strategic sacrifices

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What Makes Leaders Innovative? New Study Identifies The 10 Keys

What Makes Leaders Innovative? New Study Identifies The 10 Keys | New Leadership | Scoop.it

““All the money in the world, all the research and development resources in the world aren’t really worth a hoot, without innovative leadership. Money does not follow ideas; it follows leaders,” said Forbes Contributor Henry Doss in his recent post...”


Via Richard Andrews
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Sandeep Gautam's curator insight, Today, 12:44 AM

Learn these and then live these:-)

 

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Servant Leadership: Being a Servant First, a Leader Second

Servant Leadership: Being a Servant First, a Leader Second | New Leadership | Scoop.it
Being a servant leader can boost engagement, increase trust and build better team relationships. Includes 10 key characteristics of servant leadership.

Via Anne Leong, Jean-Philippe D'HALLUIN
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Ivon Prefontaine's curator insight, December 20, 7:28 PM

One administrator tried to snow us with his version of servant-leadership which was just old-fashioned management without any spiritual depth to it.

 

@ivon_ehd1

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Seven Things Leaders Can Learn from Bill Clinton About Connecting with People

Seven Things Leaders Can Learn from Bill Clinton About Connecting with People | New Leadership | Scoop.it

Most Presidents are more popular out of office than in. In Clinton’s case, he likely gets a lot of credit for the work he’s doing through his Foundation. He also does a lot of public appearances and is a master communicator and connector.

Earlier this week, I got to see exactly how much of a master he is when President Clinton spoke to a packed house for the Los Angeles World Affairs Council. For just under 90 minutes, Clinton held an audience of 1,500 people rapt as he answered questions on everything from Ebola to education to Putin to what his most favorite thing was about being President (that last question was submitted by the moderator’s 4th grade son).

There were a lot of things I noticed Clinton doing that makes him world class at connecting with an audience. There were a lot of lessons that leaders can use to connect with their people. Here are seven of them:


Via Anne Leong, Prof. Hankell, David Hain
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Prof. Hankell's curator insight, December 18, 9:29 AM

President Clinton would be an awesome contestant on Jeopardy. No matter what topic came up in the Q&A, Clinton had an informed point of view backed up with stats and specifics. People are much more likely to listen to and connect with leaders who are well informed...

Miklos Szilagyi's curator insight, December 18, 10:20 AM

Good... like it...:-))) the role of the (smart) guy next-door...:-)))

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Make the Right Choices to Create a Winning Strategy

Make the Right Choices to Create a Winning Strategy | New Leadership | Scoop.it

Under A. G. Lafley’s leadership from 2000 till 2010, Procter & Gamble's sales doubled, profits quadrupled, market value increased by more than $100 billion, and its portfolio of billion-dollar brands – such as Pampers, Olay, and Gillette – grew from 10 to 24 as a result of P&G’s focus on winning strategic choices, consumer-driven innovation, and reliable, sustainable growth.


This is the story of the strategic choices that founded P&G’s transformation.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, December 18, 6:50 AM

I sat down with Roger Martin and asked him to share some insights about the framework that transformed P&G and made strategy a part of the culture and thinking of the company.


The interview with Roger Martin relates to the book Playing to Win, which he co-authored with A. G. Lafley. 


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What Do Workers Everywhere Want Most? To Be Valued and Appreciated

What Do Workers Everywhere Want Most? To Be Valued and Appreciated | New Leadership | Scoop.it

“They are different in [insert country other than your own.] They want different things than we do.” How true do you believe that statement to be? Do you wonder if anyone’s recently tried to quantify those perceived differences or, better yet, find the commonalities?

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Leading through change: are managers up to the job?

Leading through change: are managers up to the job? | New Leadership | Scoop.it
Leading through change - are managers up to the job asks Graham Scrivener, managing director of Forum EMEA
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Tapping the power of hidden influencers | McKinsey & Company

Tapping the power of hidden influencers | McKinsey & Company | New Leadership | Scoop.it
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts. A McKinsey Quarterly article.
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Mindfulness and Leadership - Huffington Post

Mindfulness and Leadership - Huffington Post | New Leadership | Scoop.it

“I regret that my erroneous perception of what meditation is kept me from discovering it earlier in life and enjoying its benefits sooner, especially in times when I desperately needed that calm, clarity and focus....”


Via Richard Andrews
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The Definitive Case For Being A More Compassionate Boss

The Definitive Case For Being A More Compassionate Boss | New Leadership | Scoop.it
Here are some of the benefits of a compassionate workplace:

1. POSITIVE EMOTIONS BOOST PRODUCTIVITY

 

2. POSITIVE WORKPLACE INTERACTIONS IMPROVE EMPLOYEE HEALTH

 

3. POSITIVE SOCIAL INTERACTIONS AT WORK RESULT IN POSITIVE CUSTOMER SERVICE

 

4. A COMPASSIONATE WORK CULTURE FOSTERS GREATER LOYALTY

 

Seppala argues the creation of a compassionate work environment begins with leaders. When leaders act in a self-sacrificing, service-oriented way, she explains, employees are more likely to be helpful and friendly to each other; creating a chain reaction of kindness.

by ISA EVANS


Via Edwin Rutsch, Wise Leader™
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John Michel's curator insight, December 16, 12:49 PM

Emma Seppala, associate director of the Center for Compassion and Altruism Research and Education at Stanford University, says compassionate workplaces are not only good for employees' mental and physical health, but for a company’s bottom line.

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It’s all about momentum

It’s all about momentum | New Leadership | Scoop.it

A big challenge I see facing leaders is the parasitic beast of ‘slowness’ or lack of pace. I have had many conversations with clients recently whose biggest issue is the fact that opportunities for creativity and innovation aren’t being addressed quickly enough. This is not down to these particular organisations being lazy, lethargically ambling through their day-to-day work. In fact, it’s the complete opposite. The reason for delays is that they are too busy, physically and mentally, to keep any semblance of momentum going. 

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Two Responsibilities a CEO Should Not Delegate

Two Responsibilities a CEO Should Not Delegate | New Leadership | Scoop.it
The only way to ensure your company thrives and that you remain sane, is to delegate responsibilities and authorities. If you take on the entire to-do list, you end up doing everything but your job. You agonize over how to get the myriad tasks and projects done. By delegating, you decide who will get them done, and let them go. Just don't let them go with the functions that only you can tackle.

If the company is highly profitable, who benefits most? If you develop the company and sell it, who gains the most? You do. By default, then, you have the responsibility to ensure that you foster your company's growth and value. These are two key elements that companies need in order to compete and succeed. You can delegate everything else in the organization but you cannot hand over the responsibility for growth or value.

Via David Hain
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David Hain's curator insight, December 19, 3:15 AM

2 key focal points for CEOs - growth and value. Delegate the rest!

donhornsby's curator insight, December 19, 9:09 AM

(From the article): You are responsible for growth and value, and for creating worth within your organization. If it's a task other than the aforementioned, get out and don't let it pull you back in.

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Build a change platform, not a change program

Build a change platform, not a change program | New Leadership | Scoop.it
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. A McKinsey & Company article.

Via Don Dea, David Hain
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Don Dea's curator insight, December 18, 12:41 AM

Transformational-change initiatives have a dismal track record. In 1996, Harvard Business School professor John Kotter claimed that nearly 70 percent of large-scale change programs didn’t meet their goals,1 and virtually every survey since has shown similar results. Why is change so confounding? We don’t think the issue lies with an understanding of its building blocks—Kotter’s classic eight-step change-management model is still a helpful guide. The problem lies in beliefs about who is responsible for launching change and how change is implemented.

David Hain's curator insight, December 18, 2:00 AM

McKinsey, Hamel  on successful change.

Gary Bamford's curator insight, December 18, 2:49 AM

Don't change ..... evolve!

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The Dark Side of Leadership - Huffington Post

The Dark Side of Leadership - Huffington Post | New Leadership | Scoop.it
By living with a facade that is difficult to maintain and is stressful to make decisions from daily... we set ourselves up for ultimate failure. A fulfilling, happy, passionate life NOT lived....

Via Roy Sheneman, PhD
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David Hain's curator insight, December 18, 1:59 AM

By living with a facade that is difficult to maintain and is stressful to make decisions from daily... we set ourselves up for ultimate failure.

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Why Employee Engagement is Dead

Why Employee Engagement is Dead | New Leadership | Scoop.it

The measure of employee-engagement that exists today has been in use for a while. And whilst taking the pulse of the organization with a survey – once or twice a year – might be useful for benchmark purposes it has obvious limitations. In fact, it is no longer “the best predictor of employee and workgroup performance.” Maybe it was when data was not as pervasive as it is today. But with the advancement of technology, with the new demographics (GenYers for example who are slowly taking over the organization) the meaning of Work has changed – and with it ‘Employment Engagement’ as it is so narrowly measured today has ceased to be valid. Sorry Gallup

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Memo to Executives: Well-Being Boosts Employee Engagement

Memo to Executives: Well-Being Boosts Employee Engagement | New Leadership | Scoop.it

When a company builds a culture of well-being, employee engagement will accelerate and customers will see the impact.


Via Richard Andrews
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5 Everyday Actions That Help Leaders Grow

5 Everyday Actions That Help Leaders Grow | New Leadership | Scoop.it
There are many good intentions that don't lead to great leadership. Learn what you can start doing now to actually be a quality leader.

Via Tom D'Amico (@TDOttawa)
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george_reed's curator insight, December 17, 3:45 PM

Many of these helpful actions happen in the unscheduled periods on our calendars. As the white space on the calendar fills up some of the relationship behaviors that are key to team building tend to fall away. 

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5 Ways To Ditch Top-Down Recognition For A More Personal Approach

5 Ways To Ditch Top-Down Recognition For A More Personal Approach | New Leadership | Scoop.it

CEOs define success in terms of revenue and money. Knowing that, VPs focus on numbers and justifying decisions. Managers worry about costs while trying to make sure the team is strong enough to accomplish goals. Supervisors want to make sure the team performs well, and so on.


The typical top-down recognition needs to change, and in its place should be a more timely, peer-to-peer recognition program.

 

Here are a few ways your organization can shift from a top-down recognition program to a more personal and effective one.


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