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Since Code for America's inaugural year in 2011, 28 municipal governments have participated in the (CfA) Fellowship Program. Last year, officials from 80+ cities attended the annual CfA summit in San Francisco, when the Code for America civic innovation community gathers in person for three days of collaborating, connecting and learning.
One of the main things that these municipal governments have in common is their willingness to innovate. Many have Chief Innovation Officers, who are charged with translating ideas of government innovation including open data initiatives, which are developed to identify better ways to use technology and spark the kind of citizen engagement that leads to action.
For all of the cities that have embraced the Code for America ideal of open data and transparency there are numerous governments that haven’t. But why? ...
Life is stressful enough for most of us. Allowing a toxic individual to ravage your immediate environment can cause havoc in your mental well-being, which can lead to physical challenges.
A bad state of mind not only affects your physical well-being but makes it difficult for you to respond calmly under pressure. Ninety percent of top performers are skilled at managing their emotions, so your ability to perform effectively can be affected if you do not adopt strategies that will allow you to deal with toxic people.
70% of Americans blame leadership crisis as a factor in the national economic decline. Considered against this puzzling situation – where the demand for leadership skills is on the rise and leadership development programs often fail to deliver [...]
"Chances are, you’ve heard of eLearning and the benefits that it offers. The fact is, online learning allows students to access their learning materials at any of time of the day, from virtually any location. This makes eLearning a flexible alternative to traditional learning styles, including classroom work."
Today, we are in the midst of another fundamental rethinking of what organizations are and for what purpose they exist. If organizations existed in the execution era to create scale and in the expertise era to provide advanced services, today many are looking to organizations to create complete and meaningful experiences.
I would argue that management has entered
a new era of empathy.
This quest for empathy extends to customers, certainly, but also changes the nature of the employment contract, and the value proposition for new employees. We are also grappling with widespread dissatisfaction with the institutions that have been built to date, many of which were designed for the business-as-machine era. They are seen as promoting inequality, pursuing profit at the expense of employees and customers, and being run for the benefit of owners of capital, rather than for a broader set of stakeholders. At this level, too, the challenge to management is to act with greater empathy.
BY Rita Gunther McGrath, a Professor at Columbia Business School, is a globally recognized expert on strategy in uncertain and volatile environments. S
Daniel Goleman, in his article “Leadership That Gets Results”, has identified six different leadership styles, and he believes that good leaders will adopt one of these six styles to meet the needs of different situations.
None of the six leadership styles by Daniel Goleman are right or wrong – each may be appropriate depending on the specific context. Whilst one of the more empathetic styles is most likely to be needed to build long-term commitment, there will be occasions when a commanding style may need to be called upon, for example, when a rapid and decisive response is required.
I have been interested in leadership for longer than I can remember. What sparked that? People told me that I had leadership potential, that I could grow up to be a leader. I had opportunities to lead people. I read about leaders. None of those were where leadership began for me. My leadership was …
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