Your mind is your best friend, but it is also your worst enemy, involved in self-sabotage. When your mind tells you that you should prepare for tomorrow’s important meeting, it is acting as your friend, causing positive action. When it wakes you up at 3:00 a.m. anxious about the meeting and warning you for the hundredth time about the many consequences of failing, it is acting as your enemy; it is simply exhausting your mental resources without any redeeming value. No friend would do that. 
The founder of Second Life, Philip Rosedale, shares his strategies for sparking employee passion about your company. 
Growth is about share of mind and wallet, not simply share of market. It’s no surprise that the world’s most powerful brands can jump categories at will. 
Anne Morriss, managing director of the Concire Leadership Institute, explains how the coffee giant increased efficiency and satisfaction by treating customers like employees. 
If your team spends its days asking for permission, taking hours to complete expense reports or time sheets, attending redundant meetings, or answering irrelevant emails, you’ve got a problem. 
I’ve been assembling the list of “7 Core Beliefs of Transformational Change Leaders” (TCLs) over the past several years, and I’ve come to discover that these folks are just — different! Excellent comparison between transactional and TC Leaders. Via Susan Bainbridge 
One of the biggest wastes in any organization are ineffective meetings.
6 posts in one here from @Tanmay 
Weak leaders struggle to gain power. Insecure leaders fear losing it. Power is good, it gets things done. Power is bad when it’s used to abuse and manipulate others for selfish ends. 
The idea behind Awakened Leadership is to transcend beyond trained behaviors to awareness, and lead a life of authentic leadership. In other words, to be a more effective leader, you have to be more of who you already are. 
One reason for the lack of innovation in some companies could be that managers don’t really want their people to innovate, no matter what they say otherwise. 
I’ve rejected the “savior-leader” model but still feel pressure to be one. Savior-leaders arrive on unicorns and solve problems by sprinkling fairy dust over people and organizations. Po... 
leadership is a verb, not a noun. People learn to lead by leading – not (only) by sitting in training, however good it is.
So how do you develop leadership skills in your team in preparation for future roles? 
Have you noticed this hypocrisy in yourself or people in your organization? Out of one side of our mouths we say, “We love new ideas.” Out of the other we say, “We hate change.” |
Case studies provide an exceptional opportunity to learn – both the good and the “misguided.” Here are three misguided employee recognition case studies to learn from this week.
Favorite Quote: "Let’s be quite clear on this. Recognition is not and should never be a replacement for proper compensation." Via Charee Klimek 
You may be familiar with Maslow’s Hierarchy of Needs. It’s a theory Abraham Maslow proposed in 1943, that provides a pecking order of human needs. At the bottom of the pyramid are physiological needs: breathing, food water, etc. The fundamentals needed for basic survival. The needs then climb the pyramid, becoming more intangible as one goes along: safety, love/belonging, esteem, self-actualization. Via Gianluigi Cuccureddu 
Knowledge worker productivity in the digital age is something completely different. We are still trying to figure out what it's about and how to fuel it.
Cathy Davidson, Duke University professor and HASTAC cofounder, shares new ways to collaborate, share, and learn, which make teams more productive. 
What leaders believe is important, and their beliefs show up in their actions. A focus on hope and building community separate great leaders from terrible ones. 
Is there a gap between good performance management practice and your performance management practice? 
As kids learn valuable lessons through operating their own sidewalk ventures, these enthusiastic little entrepreneurs can also teach us what it takes to be a great leader. Regardless of your field, you can apply these five “lemonade leadership lessons” to your own work, at any stage of your career.
Recently we wrote about how managing for innovation requires balancing four critical factors to produce a highly motivated and creative workforce. Perhaps the most difficult of those balancing acts is ensuring that employees have clear, meaningful goals as well as considerable autonomy (PDF) in meeting those goals. 
What are the signs that innovation in a company is set up to fail? Wouldn’t it be great to have a checklist on this? Unfortunately, innovation is too complicated and company-specific for one standard rule. 
Branson’s 7 success tips to live by can be an excellent template for an exceptional customer service vision for any organization. 
Leaders have a tremendous impact on their organization, because the phrases they share with their teams can either produce distrust and apathy or ignite passion and commitment. 
A brief exploration of some of the complex feeling we have about change and how to use those feelings to create more lasting change. |
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