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New Leadership
The Changing Face of Modern Leadership
Curated by Roger Francis
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Leading from the Shadows

Leading from the Shadows | New Leadership | Scoop.it
When is coming in second better than first? Richard Hytner explains why the No. 1 position may not be ideal and how No. 2 often is the key to success.

Via Anne Leong, Tessie Uranga-MSEd., Mark E. Deschaine, PhD, David Hain
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Graeme Reid's curator insight, August 14, 2014 8:08 PM

You can be enormously successful, on your own terms, leading from positions other than the overall No. 1.

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3 Essential Skills to Teach Potential Leaders

Grooming new leaders? There are three important areas you should teach them to master.

Via Tom D'Amico (@TDOttawa)
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The one thing that trumps drive when it comes to great leadership

The one thing that trumps drive when it comes to great leadership | New Leadership | Scoop.it

 No matter how much drive you have – there is one thing that will always beat it when it comes to business leadership success. The extrinsic vs. the intrinsic. Andrew Jenkins explains.


In other words, leaders driven by extrinsic factors will always lag behind those driven by the intrinsic. Business is like sport: the most successful players love the game. Successful business leaders, if they love what they do, will always go the extra mile to succeed, they will also stand up again after being knocked over and they will look at obstacles and failures as, at worst, a small blip, and at best an opportunity to learn. 

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The corporation for the future

The corporation for the future | New Leadership | Scoop.it
The great institutions of our age are global corporations. Their power and influence touch every life on earth. But how can we shape the corporations the world needs for the future? Lynda Gratton provides a roadmap to the corporation of tomorrow.
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Managers Can Motivate Employees with One Word

Managers Can Motivate Employees with One Word | New Leadership | Scoop.it

Human beings are profoundly social — we are hardwired to connect to one another and to want to work together. Frankly, we would never have survived as a species without our instinctive desire to live and work in groups, because physically we are just not strong or scary enough.

 

Tons of research has documented how important being social is to us. For instance, as neuroscientist Matt Lieberman describes in his book, Social: Why Our Brains are Wired to Connect, our brains are so attuned to our relationships with other people that they quite literally treat social successes and failures like physical pleasures and pains. Being rejected, for instance, registers as a “hurt” in much the same way that a blow to the head might — so much so that if you take an aspirin you’ll actually feel better about your breakup.

 

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Top Mistakes Leaders Make - Great Leaders Serve

Top Mistakes Leaders Make - Great Leaders Serve | New Leadership | Scoop.it
The top mistakes leaders make. Are you making any of these?

Via Tom D'Amico (@TDOttawa)
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Denise Lombardo's curator insight, August 14, 2014 5:37 PM

Great advice and timely reminders to heed and to share...

Sally Tilley's curator insight, August 14, 2014 5:51 PM

all leaders and those who want to lead should print this out and refer to it regularly

AnnC's curator insight, August 15, 2014 11:30 PM

"Many organizations are over-managed and under-led."

"Focus on results AND relationships."

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Leadership: The cult that led to bad management

Leadership: The cult that led to bad management | New Leadership | Scoop.it

'Leader' is an odd word when it comes to management. It’s a bit phoney and exaggerated but does it also lead to dysfunctional behaviour? What do you do for a living? I’m a ‘leader’. Cue laughter and ridicule. Have you ever heard anyone in an organisation say, 'We need to ask our 'Leader'?' - only if it was with sneering sarcasm.

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Why companies should care about e-care

Why companies should care about e-care | New Leadership | Scoop.it
Digital customer service is now a strategic imperative, but its adoption is hampered by weaknesses in delivery strategies and incomplete measurement of its effectiveness. A McKinsey & Company article.
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The Five Biggest Misconceptions About Trust

The Five Biggest Misconceptions About Trust | New Leadership | Scoop.it

Be honest. Do your eyes glaze over when you read another article about trust? Does it feel too fuzzy, an exercise in fog-sculpting? Does it feel full of make-nice exhortations, but short on specifics?

 

Well, you’re not wrong. The fact is, a great deal of what’s written about in the public press is, frankly, nonsense. That’s “nonsense” technically speaking – as in, there’s clearly something there, but it isn’t put together in a way that makes sense.

 

But it doesn’t have to be that way. It’s possible to describe trust in a way that is clear, commonsensical, and allows for sensible business discussions about things like processes and economics.

 

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The Paradox of Trust, Vulnerability and Leadership

The Paradox of Trust, Vulnerability and Leadership | New Leadership | Scoop.it

Humans tend to model the behavior they see. When leaders appear to be in control, know everything, never doubt, or never ask for help or input, employees think they have to do the same.  The behavior they see and deem as acceptable is to be strong, not question, never be wrong, and always know.  The opposite behavior is a sign of weakness and is unacceptable

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Graeme Reid's curator insight, August 11, 2014 7:15 PM

Leadership is a fine line between the confidence and competence to earn and keep trust.

Ivon Prefontaine's curator insight, August 11, 2014 11:16 PM

Articles such as this one should be part of the conversation about School leadership which tends away from trust, paradox, and leadership and tends towards managing.

 

@ivon_ehd1

David Jardin's curator insight, August 15, 2014 8:13 PM

Great definition: Leadership is a fine line between the confidence and competence to earn and keep trust and the hubris and perfection that loses trust.

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10 Questions Your Team Is Afraid to Ask

10 Questions Your Team Is Afraid to Ask | New Leadership | Scoop.it

You team has questions they're afraid to ask. They've got limited information, but they figure if you wanted to tell them you would. 


Via donhornsby, Richard Andrews
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donhornsby's curator insight, August 8, 2014 9:22 AM

(From the article): Ignoring the tough questions, doesn't make them go away. In fact, your team is likely asking the questions, to themselves and to one another. Tackling the tough conversations head on will go a long way in building trust and respect on your team.

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The 5 Traits of High-Potential Employees

Who will be ready to run your company when you can't be everywhere anymore? Here's how to pick your next generation of leaders.
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David Hain's curator insight, August 15, 2014 4:00 AM

Legacy? A combination of timeless values and future talents...

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The Irresistible Allure of Pre-crastination

The Irresistible Allure of Pre-crastination | New Leadership | Scoop.it
What happens when we're desperate to get something — anything — done.
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David Hain's curator insight, August 15, 2014 4:05 AM

Had to post this now or I'll never get around to it!

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What Leaders Can Learn From Robin Williams

What Leaders Can Learn From Robin Williams | New Leadership | Scoop.it

Losing idols hits on so many levels that it’s hard to take all at once. There’s the part about losing someone who shaped who we were at a point in our lives – which shapes who we are now. Losing our role model for a particular time in our lives chips away at our own youth and immortality. We’ll never again experience that feeling we had when we saw them doing what they do – either live or recorded. It will never feel the same again. Every moment of joy or laughter will be henceforth tainted with a tinge of sadness.

 

When we lose our idols, they take part of us with them.

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So, you think you have a strategy? London Business School BSR

So, you think you have a strategy?  London Business School BSR | New Leadership | Scoop.it
Does your company have a strategy? Freek Vermeulen doubts it. And he posits the five main reasons why, too often, a firm’s strategy is nothing more than a pipe dream.

Via David Hain
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David Hain's curator insight, August 14, 2014 10:56 AM

Food for thought?

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The Collapse of Legacy Thinking

The Collapse of Legacy Thinking | New Leadership | Scoop.it

Legacy thinking are thoughts from the past, what the thinking was that used to work.  Everywhere in the world today there is massive collapse of legacy thinking. A leader can put her entire organization at risk if she leads with legacy thinking as it used to work.  Think how a rower moves forward; backing into where they are going.  Is that how you lead?  Ask yourself if you are leading with thoughts from the past.  If so, face the future to better lead.  Let go of legacy thinking and embrace 21st century thought!

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3 Surprising Ways Leaders Create Change Resistance

3 Surprising Ways Leaders Create Change Resistance | New Leadership | Scoop.it

I’ve spent the last couple of years researching the behaviors and habits essential for starting a successful change or people I call Wave Makers. Interestingly, some of the very behaviors and habits that derail a change are those we associate with being a strong leader

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7 Habits that Defeat Distraction and Find Focus - Leadership Freak

7 Habits that Defeat Distraction and Find Focus - Leadership Freak | New Leadership | Scoop.it
Frantic leaders lack focus. Nothing meaningful gets done without focus. Unfocused leaders: Allow trivialities to become urgencies. Persistent drama suggests lack of focus. Start too much and finish...

Via John Evans
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Training in Business's curator insight, August 14, 2014 3:29 AM

7 Habits that Defeat Distraction and Find Focus

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How To Create a Toxic Workplace

How To Create a Toxic Workplace | New Leadership | Scoop.it

Sometimes we need to look at what we don’t want to understand what we do want. To have a great workplace environment, it’s critical to know what you need to remove that is creating barriers to doing great work.

 

Toxic workplaces are immediately known by our gut response when in one. The neurons in our bellies can signal to us before our brains know that something is not quite right.  Think of a time when you suddenly had butterflies in your stomach for an unknown—unconscious—reason

 

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5 Steps For Leading Through Adaptive Change

5 Steps For Leading Through Adaptive Change | New Leadership | Scoop.it

Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement. Especially when the organization is facing potential adaptive challenges.


Via Kenneth Mikkelsen, donhornsby
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Josie Gibson's curator insight, August 12, 2014 6:20 PM

Thanks to @LeadershipABC for highlighting this article.

Eric Chan Wei Chiang's curator insight, August 12, 2014 11:25 PM

These five steps may seem very simple but they are often taken for granted. To give direction a leader must take ownership and have a vision. Managing conflict and providing protection are often not pleasant and require great maturity from leaders. Shaping the norms and clarifying roles is often not given a very high priority as it involves intangible people skills.

 

Read more scoops on change and leadership here: http://www.scoop.it/t/on-leaders-and-managers/?tag=Change

http://www.scoop.it/t/on-leaders-and-managers/?tag=Leadership

Jay Roth's curator insight, August 17, 2014 4:33 PM

Perfect article to suggest (in schools) WHY the trainings of Cognitive Coaching, Adaptive Schools, and Polarity Thinking is necessary!

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Time for a rethink of what we mean by talent?

Time for a rethink of what we mean by talent? | New Leadership | Scoop.it
Is it possible to precisely define the notion of 'talent'?
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Donna Karlin's curator insight, August 11, 2014 9:08 AM

If we need to look at how we do things differently then why would we think we need to think in the same old ways?