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Surviving Leadership Chaos
" We make a living by what we get, we make a life by what we give. " - Winston Churchill
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Liking Someone Affects How Your Brain Processes the Way They Move

Liking Someone Affects How Your Brain Processes the Way They Move | Surviving Leadership Chaos | Scoop.it
Liking someone can affect the way your brain processes their actions, according to scientists.

 

Researchers said that watching someone else move usually causes a 'mirroring' effect. The mirroring effect is when parts of the brain responsible for motor skills are activated by watching someone else in action.

 

The latest findings, published in the journal PLoS ONE, shows that your feelings toward the person you're watching can actually affect the activity in the part of your brain responsible for motor actions, and can for example lead to "differential processing" like thinking the person you dislike is moving slower than they actually are.


"We address the basic question of whether social factors influence our perception of simple actions," researcher Lisa Aziz-Zadeh, an assistant professor with the Brain and Creativity Institute at USC and the Division of Occupational Science, said in a statement. "These results indicate that an abstract sense of group membership, and not only differences in physical appearance, can affect basic sensory-motor processing," she added.

 


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Demystifying social media for Leaders

Demystifying social media for Leaders | Surviving Leadership Chaos | Scoop.it
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision
making in predictable ways.

 

Executives certainly know what social media is. After all, if Facebook users constituted a country, it would be the world’s third largest, behind China and India. Executives can even claim to know what makes social media so potent: its ability to amplify word-of-mouth effects. Yet the vast majority of executives have no idea how to harness social media’s power. Companies diligently establish Twitter feeds and branded Facebook pages, but few have a deep understanding of exactly how social media interacts with consumers to expand product and brand recognition, drive sales and profitability, and engender loyalty.

 

We believe there are two interrelated reasons why social media remains an enigma wrapped in a riddle for many executives, particularly nonmarketers. The first is its seemingly nebulous nature. It’s no secret that consumers increasingly go online to discuss products and brands, seek advice, and offer guidance. Yet it’s often difficult to see where and how to influence these conversations, which take place across an ever-growing variety of platforms, among diverse and dispersed communities, and may occur either with lightning speed or over the course of months. Second, there’s no single measure of social media’s financial impact, and many companies find that it’s difficult to justify devoting significant resources—financial or human—to an activity whose precise effect remains unclear.

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Seven Power Tips for Spotting Future Leaders

Seven Power Tips for Spotting Future Leaders | Surviving Leadership Chaos | Scoop.it
You’ll fail apart from surrounding yourself with talented people.

 

You’ll fail apart from surrounding yourself with talented people. This means:

 

"Great leaders identify and develop great leaders. "

 

One of my favorite Jack Welch quotes is,

 

"The team with the best players wins.”

 

But, how do you identify the best players? Look for those who are:

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Can You Take Your Strengths Too Far?

Can You Take Your Strengths Too Far? | Surviving Leadership Chaos | Scoop.it
The short answer is, no. Here's why....

 

For the past decade, leaders have been encouraged to focus on developing their strengths rather than always gravitating to working on a weakness. But is this too much of a good thing? Lately, a number of business thinkers have suggested so.

 

It's tempting for those of us strongly committed to developing leadership strengths to ignore such dissent on the grounds that any new practice will attract critics. But the debate has practical significance to leaders. How should a hard-driving executive respond when given high scores for his ability to drive for results but low scores on building strong relationships with peers and subordinates? Is this evidence that he's taken his strength too far?

 

We don't think so. We would absolutely advise this person to keep driving for results; we suspect that his intense drive is what got him this far in the organization. But we don't see this as a zero sum game — we don't think he needs to stop doing one thing to start doing something else. So we'd alsorecommend he develop additional strengths in relating to people.

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Take The Initiative And Be Successful

Take The Initiative And Be Successful | Surviving Leadership Chaos | Scoop.it
So what does it mean to take the initiative? Taking the initiative means making the first move of being willing to do what others don't want to do.

 

Have you ever been in a group of people where something needed to be done, but everyone was waiting for someone else to make the first move? 

 

Everyone in the group seems shy, doesn’t want to stand out, feels intimidated, doesn’t have the desire to make the first move, or has some other thing that keeps them from making a move.  Ultimately, however, there is an extreme lack of initiative amongst the group.  In situations like this, I have seen something very interesting happen. 

 

Because nothing happens, there is almost always one person that decides to do what is uncomfortable.  They take the initiative and get up to start working.  From there, many others follow suit and they too begin to work.  The person with the initiative usually ends up being the leader because they were the first person to act.

 

 

So what does it mean to take the initiative?  Taking the initiative means making the first move, being willing to do what others don’t want to do, or stepping up to make an introductory act or step leading to action. 

 

If you take the initiative, you are willing to be uncomfortable if it means the result is better than what you have to sacrifice or the discomfort you must go through when taking action.  Leaders constantly take the initiative to get things done.  They step up to make things happen.

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3 Secrets of Happy Employees

3 Secrets of Happy Employees | Surviving Leadership Chaos | Scoop.it
Master these elements to cultivate a happier workplace and greater productivity.

 

Of course you don't want your employees to be miserable, but should you make your employees happiness a business priority? In a word, yes. In addition to creating a more pleasant work environment and reducing turnover, happy employees are more productive and collaborative, according to 2010 research by Harvard University business administration professor Teresa M. Amabile and independent researcher Steven J. Kramer.

 

On employees’ best days they reported making progress in their work (76 percent) and being collaborative (53%). Those numbers plummeted to 25 percent and 43 percent, respectively, on days when employees felt unhappy.

 

So, what makes employees happy? Jill Geisler examined that issue in her book, Work Happy: What Great Bosses Know (Center Street, 2012). Geisler, who is a senior faculty member in leadership and management at The Poynter Institute, a nonprofit journalism school based in St. Petersburg, Fla, maintains that happy employees share some common traits.

 

Cultivate these secrets to employee happiness and reap the rewards for your business.


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4 outcomes of character-based leadership

4 outcomes of character-based leadership | Surviving Leadership Chaos | Scoop.it
"Leadership is Influence, Nothing more, Nothing less." -- John Maxwell As our world becomes more complex, with more activities and beliefs tugging for a...

 

As our world becomes more complex, with more activities and beliefs tugging for attention on the world stage, what difference does leadership make? And why would anyone promote a particular type of leadership?


I wrote a couple of years ago that there are only two sources of leadership: that which comes from our position and that which comes from our character, our “who-we-are.” Character isn’t a list of traits or behaviors. Character comes from a Latin word that means image. Our character is who we are on the inside.


A friend once said his training as a triathlete changed when his attitude changed from practicing for a triathlon to deciding he was a triathlete. There is a difference between attempting a triathlon and becoming a triathlete. There is a difference between teaching a lesson and being a teacher. And there is a huge difference between leading some group or activity and being a leader.


Being a leader produces four key outcomes that will help your team or organization thrive:


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Leadership & Courage

Leadership & Courage | Surviving Leadership Chaos | Scoop.it

Courage is a trait possessed by all great leaders. So much so, that leadership absent courage is nothing short of a farce. Let me be very clear – I’m not advocating for bravado, arrogance, or an overabundance of hubris, but the courage necessary to stay the course and to do the right things.

 

Standing behind decisions that everyone supports doesn’t particularly require a lot of chutzpa. On the other hand, standing behind what one believes is the right decision in the face of tremendous controversy is the stuff great leaders are made of.

 

I believe it was Aristotle who referred to courage as the first virtue, because it makes all of the other virtues possible.

 

It takes courage to break from the norm, challenge the status quo, seek new opportunities, cut your losses, make the tough decision, listen rather than speak, admit your faults, forgive the faults of others, not allow failure to dampen your spirit, stand for those not capable of standing for themselves, and to remain true to your core values.

 

You can do none of these things without courage. Courage is having the strength of conviction to do the right thing when it would just be easier to do things right.


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Jim Collins on Creative Discipline, Paranoia and Other Marks of a Great Leader

Jim Collins on Creative Discipline, Paranoia and Other Marks of a Great Leader | Surviving Leadership Chaos | Scoop.it
Here are the three core behaviors that Collins observed in leaders of the companies the successfully weathered difficult times.

 

Why do some businesses thrive during times of adversity while others die? According to renowned management thinker Jim Collins, the factors of a company's success can be distilled down to the three core traits of a great leader.

 

In his book, Great by Choice (HarperBusiness, 2011) Collins and co-author Morten T. Hansen studied four companies that rose to greatness in difficult environments against a carefully selected set of comparison companies that failed in similarly extreme environments.

 

Collins shared those findings, and the result of the nine years of research on how to build a successful business in uncertain times with an audience of over a thousand business leaders at New York's World Business Forum on Tuesday.


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It’s Time to Live!

It’s Time to Live! | Surviving Leadership Chaos | Scoop.it
A challenge to all of us from a simple quotation from Ralph Waldo Emerson...

 

Emerson is one of the most quoted guys around, and this one is one of my favorites. Consider this a gentle nudge or a kick in the seat of the pants, depending on how you answer the questions that follow.

 

“We are always getting ready to live, but never living.”

- Ralph Waldo Emerson, essayist

 

Questions to Ponder

 

- Am I living, right now?

 

- If not, what am I waiting for?

 

- What can I do right now to stop waiting?

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Letting Go of the 12 Behaviors Holding You Back

Letting Go of the 12 Behaviors Holding You Back | Surviving Leadership Chaos | Scoop.it
Which negative behavior is most damaging and why?

 

12 Behaviors that always hold leaders back:

 

1. Avoiding. Avoiding is the path to mediocrity.

 

2. Copying others and loosing you. Copying others is useful when it aligns with your strengths. When it doesn’t align, it creates stress, pressure, frustration, and failure.

 

3. Over thinking and under acting; stressing preparation over execution. Most organizations plan well and execute poorly.

 

4. Hiding from what you really think or feel. The need to please others causes you to loose yourself.

 

5. Asking “why” too much.

 

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Lessons From Jim Lehrer: Three Ways to Blow Facilitating Your Next Meeting

Lessons From Jim Lehrer: Three Ways to Blow Facilitating Your Next Meeting | Surviving Leadership Chaos | Scoop.it
This article is by Deborah Grayson Riegel, president of the communication skills training and coaching companies Elevated Training and Engineers Are People Too and author of Oy Vey!

 

I won’t tell you whether I think Obama won the debate or Romney ruled the night, but I will tell you that I think Jim Lehrer as the moderator was the biggest loser. He failed to keep the participants to the clock, to the topics, and to the facts. But his loss can be our gain if we can learn what not to do in facilitating our own meetings from Lehrer’s passive, tame and ultimately futile moderation tactics.

 

Here are three ways to blow facilitating your next meeting:

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12 Most Inspiriting Bonsai Leadership Lessons

12 Most Inspiriting Bonsai Leadership Lessons | Surviving Leadership Chaos | Scoop.it
David Dye prunes back the facts and presents the absolute 12 Most Inspiriting Bonsai Leadership Lessons.

 

A mature bonsai tree commands attention. With just one tree a master evokes an entire landscape and tells a story of power, perseverance, struggle, or abundance.

 

As I’ve studied bonsai, I realized that the art of growing these trees has much to say to aspiring leaders. To accomplish this elegant combination of grace and strength, great bonsai practitioners must be both gifted horticulturists and artists.

 

In the same way, leading people entails both vision and cultivation. Here then, are 12 most inspiriting bonsai leadership lessons:

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Betrayed in the Workplace? 7 Steps for Healing

Betrayed in the Workplace? 7 Steps for Healing | Surviving Leadership Chaos | Scoop.it

A co-worker breaks a confidence. A teammate takes credit for your work. Your boss is chronically late. Another reorganization – and another round of layoffs – is impending.

 

It’s easy to see how business as usual can feel like betrayal as usual.

 

About 85 percent of workplace betrayal – a breach of trust or the perception of that breach – is unintended, however, says Dr. Dennis Reina, founder of The Reina Trust Building Institute. “These minor betrayals eat away at us, until one day we either mentally check out or physically walk out.”

 

While you can’t prevent betrayal among co-workers and colleagues, you do have a choice about how to respond and what to do when it happens.  Try the Institute’s seven-step process for working through betrayal.

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How 21st Century Thinking Is Just Different

How 21st Century Thinking Is Just Different | Surviving Leadership Chaos | Scoop.it
In an era dominated by constant information and the desire to be social, should the tone of thinking for students be different?

 

In a world full of information abundance, our minds are constantly challenged to react to data, and often in a way that doesn’t just observe, but interprets. Subsequently, we unknowingly “spin” everything to avoid cognitive dissonance.

 

As a result, the tone of thinking can end up uncertain or whimsical, timid or arrogant, sycophant or idolizing–and so, devoid of connections and interdependence. The internet and social media are designed to connect, and with brilliant efficiency they do indeed connect—words and phrases, images and video, color and light, but not always to the net effect they might.

 

The nature of social media rests on identity as much as anything else—forcing subjectivity on everything through likes, retweets, shares, and pins. Instead, we might consider constant reflection guided by important questions as a new way to learn in the presence of information abundance.

 

But this takes new habits.


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How to Give Birth to Your Dream

How to Give Birth to Your Dream | Surviving Leadership Chaos | Scoop.it
It’s been over a year since I talked with my wife about a dream I have for enriching the lives of an exclusive group of highly dedicated college students. Recently, the opportunity arose to discuss...

 

Share your vision with committed individuals who already share your values. I have many friends who don’t value students the way I do. I’m not sharing this dream with them. They’re great people, but approaching them would be like pushing rocks up hill.

 

Leadership Lesson #1: If you have to convince others your vision has value, you may be talking to the wrong people.

 

Leadership Lesson #2: If you share your vision with those who share your values and they aren’t enthusiastic, re-evaluate your vision.

 

For example, ask:...(see article for more)

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Burger and chips: the real reason behind our national incompetence

Burger and chips: the real reason behind our national incompetence | Surviving Leadership Chaos | Scoop.it
David Mitchell: A study suggesting that junk food can lower your IQ perfectly explains Britain's slide into incompetence...

 

Last week three DfT officials were suspended for getting the maths wrong when awarding the new west coast mainline contract. On the same day, a study was published which claimed to show a link between eating a lot of fast food during childhood and growing up with a lower IQ. And that, before you point out the obvious flaw, is once they've already taken into account the effect of being born into the sort of socio-educationo-economic environment where eating chips for roughage is the norm. Even when contextually adjusted, this study seemed to show that consuming crap is actively enthickifying. It's a thickener, like flour. Hamburgers, it seems, increase density as well as mass.

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The Key to Reaching Your Potential

The Key to Reaching Your Potential | Surviving Leadership Chaos | Scoop.it
Do you have a plan for your personal growth? In this guest post, bestselling author John C. Maxwell outlines 15 laws he has discovered in his own journey.

 

Potential is one of the most wonderful words in any language. It looks forward with optimism. It is filled with hope.


What about unfulfilled potential? That phase is as negative as the word potentialis positive. Most people desire to reach their potential. The question is, how do you do it? I have no doubt that the answer is personal growth.


I didn’t always know this. In fact, I discovered it during a lunch in 1972 with a man named Curt Kampmeier. He asked me a simple question: “Do you have a plan for your personal growth?”

My answer was, “No.” I had thought if I worked hard enough, I would grow. He looked at me and said, “Growth never just happens. You have to be intentional about it.”

 

That meeting was significant, because it set me on a journey of personal growth that changed my life. Right away, my wife Margaret and I scrimped and saved to be able to purchase a kit that taught me how to create my growth plan.


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12 Blogs Every Small Business Should Be Reading

12 Blogs Every Small Business Should Be Reading | Surviving Leadership Chaos | Scoop.it

Not enough small business owners make the time to read material that can keep them informed and up to date with their industry, keep themselves abreast of business trends that will in one way or another eventually impact on their businesses, and feed their own creativity.

 

A big part of the reluctance to make time to read, is the challenge of knowing what to read, and perhaps more importantly what is not worth reading.

 

This good article, suggests that business owners should make blog reading a part of their day, and it suggests 12 specific blogs that offer much to small business owners.


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An Interview with John C. Maxwell About Personal Development

An Interview with John C. Maxwell About Personal Development | Surviving Leadership Chaos | Scoop.it
In this backstage interview at the Chick-fil-A Leadercast 2012, I ask John C. Maxwell about his new book, The 15 Invaluable Laws of Growth.

 

His perspective on strengths is especially unique. He makes a distinction I have never heard anyone make. Though he believes as I do that you should focus on your strengths, he explains when it is absolutely necessary for you to work on your weaknesses.

 

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Daring Greatly Leadership Manifesto - Brené Brown

Daring Greatly Leadership Manifesto - Brené Brown | Surviving Leadership Chaos | Scoop.it

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4 Tactics to Make Smarter Decisions

4 Tactics to Make Smarter Decisions | Surviving Leadership Chaos | Scoop.it

Should you trust your gut or your data? Bestselling authors Dan and Chip Heath say, neither. Here's what really goes into making sound decisions.

 

Behavioral economists have been prolific of late with wisdom about why people make poor decisions. What people really need are guidelines for making good decisions. That's the message of Chip and Dan Heath, the best-selling brothers who previously decoded the art of making ideas stick and the science of helping organizations change.

 

At a presentation before an audience of Inc. 500|5000 CEOs the brothers previewed their latest book, Decisive: How to Make Better Choices in Life and Work, to be published in March. They urged attendees not only to get in touch with their inner Solomons, but also to create cultures and processes that enable smart decision-making organization wide.

 

Poll any group and they'll brag about how well they make decisions. Then look at the investments they've made, the losers they date, and the size of their waistlines. "Our decisions are wrong more often than they have to be," said Chip Heath.


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What makes self-directed learning effective?

What makes self-directed learning effective? | Surviving Leadership Chaos | Scoop.it

In recent years, educators have placed more emphasis on the importance of hands-on participation and student-led inquiry because it has been proven more effective. But until now, few researchers have examined how and why: A new study by researchers at New York University finds that self-directed learning might influence cognitive processes, such as those involved in attention and memory.


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Edison reportedly told him, “Together we can remake the world.”

Edison reportedly told him, “Together we can remake the world.” | Surviving Leadership Chaos | Scoop.it
Can the life of a humble teacher of botany who lived at a much simpler time offer insight for a world caught up in the fast-paced information age?


Despite all the obstacles, his attitude remained free from bitterness, his character bolstered by a warm and charismatic humility.

 

Heads of state from Mahatma Gandhi to Joseph Stalin sought his talent. The top business leaders and entrepreneurs of his day eagerly desired to work with him. Henry Ford offered him unlimited resources, laboratory facilities and assistants if he would do research for his company. Thomas Edison reportedly told him, “Together we can remake the world.”

 

How is it that George Washington Carver, who was born a slave in southern Missouri and orphaned as an infant, could generate such demand and respect? What insight could this humble teacher of botany and agriculture bring to a world that was racing into an industrial and technological future?


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David Harris's curator insight, February 12, 2015 11:35 PM

George Washington Carver is best known for creating 100 products from peanuts.  He was a botanist and faculty member at Tuskegee Institute, Tuskegee, Alabama.

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LAMP: Turning on the Right Leadership Overhead

LAMP: Turning on the Right Leadership Overhead | Surviving Leadership Chaos | Scoop.it

Leadership overhead is necessary, if properly applied. When it becomes a complete burden on others, theleadership overhead shifts and weighs down on teams and organizations. The balance between enough and going too far is for leaders to recognize and others to hold them accountable against a reasonable standard.

 

What constitutes a leadership overhead standard?

 

Part of the formula can be time. If we say a 5% leadership overhead is a reasonable rate, then what is it applied to? One logical element is time spent. Let’s take a 40-hour work week. Now, I know most work more hours than this, but it sets the example.

 

Applying 5% to a 40-hour work week means 2 hours should be spent on leadership overhead. It seems like a solid amount to spend, and maybe it should be time-capped on certain activities in order to get the most positive benefit.

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