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Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. ~ Peter Drucker( Source: http://goo.gl/XaWz2Q )
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Creativity and innovation are the lifeblood of every organization. This poster describes 13 ways that creativity and innovation are destroyed every day.
How to Destroy Creativity and Innovation1.) Keeping people in the dark2.) Dictatorships3.) Unrealistic time frames4.) Procrastination5.) Formalities and protocol6.) Bureaucracy7.) Discouraging new ideas8.) The evaluation process9.) Incentives10.) Fear of failure11.) Politics12.) Resistance to change13.) The caste system( Source : http://goo.gl/7YkeL9 )
If we are not careful, our attempt at good leadership will be derailed by the pride of our hearts.Remember, “Pride goes before destruction”. (Proverbs 16:18)Here are 7 dangers of the proud leader:1. Refuses to listen to advice from others – Proud leaders “know it all”. 2. Makes excuses for mistakes – Proud leaders refuse to admit their errors. They don’t learn from times of failure; they try to hide them.3. Protects position at any cost – Proud leaders try to keep others from gaining power or influence. 4. Takes complete credit for a team’s success – There is only one clear winner on a proud leader’s team…the proud leader. 5. Fails to see personal shortcomings – The proud leader becomes immune to his or her own deficiencies. Pride keeps him or her from getting honest about their weaknesses with anyone, including themselves. Proud leaders are careful to present themselves as flawless, whether in personal appearance or job performance. 6. Solicits grandstanding on their behalf – You’ll know about a proud leader’s accomplishment. They’ll be the first to start the cheers on their behalf. Proud leaders say things which promote the receiving of positive encouragement or feedback. 7. Removes God out of the supreme position – The ultimate danger of a leader struggling with pride is to remove God from the seat of control. Proud leaders refuse to submit to the will of God, preferring to chart their own path.Pride prevents us from gaining a clear view on our life. Pride hinders us to see reality as it really is. Only with humility we are able to assess things adequately. Humility means accepting reality with no attempt to outsmart it.~ David RichoRead the article!
Strategic thinking doesn't find itself. Jeff Weiner says, you need time, which requires stepping away from tactical execution to make room for strategic planning. We have to learn to schedule "nothing"!
Jeff Weiner is a busy dude. As the CEO of LinkedIn, he has a constant pull of to-dos, and as leaders often do, he has days of meeting after meeting after meeting. Realizing he had little time to think, he opted for what first felt like an "indulgence": he started scheduling nothing.How does that work?Weiner explains that his scheduling nothing are his "buffers," that is, 30- to 90-minute blocks of time without meetings. And rather than a kind of indulgence, Weiner realized the free spaces were "absolutely necessary" for him to do his job.Weiner explains that one of the responsibilities of leadership is to create the time-space to strategize:"As the company grows larger ... you will require more time than ever before to just think: Think about what the company will look like in three to five years; think about the best way to improve an already popular product or address an unmet customer need; think about how you can widen a competitive advantage or close a competitive gap, etc."To do it well, you require:- Uninterrupted focus- Thoroughly developing and questioning assumptions- Synthesizing all of the data, information, and knowledge that's incessantly coming your way- Connecting dots- Bouncing ideas off of trusted colleagues- Iterating through multiple scenariosAnd to do all that conceiving and re-conceiving, you need time, which requires stepping away from tactical execution to make room for strategic planning. GOOD LEADERSHIP NEEDS FREE TIME ... TIME FOR THINKING AND STRATEGIC PLANNING!Read the article!
Many business owners dream of having quick success with their business. They want to see the own company grow and want to be appreciated in their field and on the market. They want to be seen as expert, as thought leader, as one of recommended businesses. Positioning the own company as recommendation in the marketplace is a goal for many entrepreneurs. And it is indeed tempting to influence the own success in “pushing the own luck”. Enough opportunities are offered to bring the own company on the right path of success. There are enough possibilities to increase the own self-confidence and pride.It is so easy:Buy yourself a membership as an expert in an organization or become a solvent member of a collaboration network. You may collaborate with other experts and will have the chance to increase your business network. You may even wear a badge on your profile or website that you are an expert. There is only one fly in the ointment: From now on you have to pay the membership fee regularly if you want to stay an expert. If you decide to cancel the membership one day you have to give up all advantages, badge included.If you have no problem in buying yourself the way to success, and have no bad conscience, this solution will perfectly work for you.But if you are led by the vision to follow the own path consistently, if you trust the own intuition with faith that success will come when your time is right, you will have problems with this solution. Then you will see this solution not as your special truth.We should ask us:Buying me the way to success …Can I identify me with such kind of success?Can I look me into the eyes afterwards?Does buying me success make me happy?Or does it only satisfy my urge to self-affirmation?Is self-affirmation more important than my vision, my passion, my creativity?Do I take the stairs to success or do I take the escalator?Be careful:Define what success means for you before you are tempted to follow interesting and promising invitations!Don’t deceive or fool yourself – be honest!Money cannot buy you happiness!We should learn:The key in business is basing the own growth strategy on the right background and on the own vision.
The C.E.O. of YouSendIt says leaders must always be clear about where they are taking a company.
+Brad Garlinghouse, chief executive of YouSendIt, talks about three values that are important: Be in, be real and be bold."Be in" means having passion. "Be real" means communicating authentically. And "be bold" means encouraging risk and tolerating failure.If asked what other qualities he is looking for, Brad Garlinghouse says:"Humility is certainly something I look for. I try to find someone who is self-aware and confident, but not to a fault. So one of the things I like to ask about that is: “Have you ever had to fire someone? How did you fire them? What was that experience like?” And you get from that a sense of their empathy. I think when people are empathetic, they’re less likely to be high on the hubris scale."Read the article and get inspired: http://goo.gl/9CuLp
To paraphrase Star Trek,leaders must boldly gowhere no one has gone before.
Thanks to my wonderful husband, I am now a new age Star Trek fan. And I love this poster.
Leadership comes in many shapes and sizes, and often from entirely unexpected quarters. In this excerpt from the HBS Bulletin, five HBS professors weigh in with their views on leadership in action.
Jeff Bezos, founder and CEO of Amazon.com, said that one of the key elements of being a good business leader is the capacity to tell the hard truths. "Leaders struggle with this problem all the time," says David Thomas. "From a leadership point of view, you always want to move toward telling the hard truths and helping people cope with the realities of change. But as a manager, you might be more inclined to minimize the complexity of a situation so things can run smoothly for as long as possible. It's often a judgment call."Such judgment calls often create unreal and feigned situations where mediocre leaders try to bring some harmony in the "room" whereas everything cries for honesty and sincerity.Read the article: http://hbswk.hbs.edu/item/2141.html
It takes skill and experience to tactfully tell the "hard truths". This is something I will work towards.
I am not bound to win, but I am bound to be true. I am not bound to succeed, but I am bound to live by the light that I have. I must stand with anybody that stands right, and stand with him while he is right, and part with him when he goes wrong.
~ Abraham Lincoln
It wasn't Abraham Lincoln's strengths but the self-discipline with which he used those strengths for the right purpose.
There is much we can learn by studying Abraham Lincoln's journey from being just another politician to becoming America's greatest president. A key to this transformation was how Lincoln developed the self-discipline to take one of his signature strengths - his mastery of language - and used it to serve the interests of the American people rather than his own.
One of the best communicators of all time
Lincoln was undoubtedly one of the greatest communicators among all American presidents. His words - as a public speaker, writer, debater, humorist, and conversationalist - continue to entertain, educate, and inspire us to this day. With only one year of formal schooling, Lincoln consciously cultivated this mastery of language and expression. As he began forging his political ambitions, Lincoln recognized the power of words to weaken and even destroy his opponents, and so he started to attack them with powerful volleys of criticism and mockery.
How Lincoln began to use words for a higher purpose
But the Lincoln we know as president was not this brash, impulsive politician who launched personal attacks on his opponents. What made him change? Right after the "skinning of Thomas" in 1840, one of his friends reported that "…the recollection of his own conduct that evening filled [Lincoln] with the deepest chagrin. He felt he had gone too far and to rid his good nature of a load, hunted up Thomas and made ample apology." (according to an excerpt in Benjamin Thomas, Lincoln's Humor: An Analysis).
How Lincoln masterfully handled criticism
Lincoln was also a master in handling criticism.
On one occasion, he was informed that the Secretary of War, Edwin Stanton, had refused to execute a presidential order - and further, had called the president a "damn fool." "He called me a damn fool?" Lincoln asked. "Yes! Not once, sir, but twice!" replied the excited congressman, who had brought him this news. "Well, Stanton speaks what is on his mind, and he is usually right about what he speaks, so if he called me a damn fool, I must be a damn fool. I will go to him now and find out why," according to a 2005 Time magazine article The Master of the Game.
What may we learn?The true measure of a leader lies not in how much we cultivate and exploit our strengths, but in how we work on tapping, in Lincoln's words, the "better angels of our nature" to use our strengths in the service of a cause much higher than our own personal gain.
Read the article:
Our internal patterns are like dragons. They are habits and tendencies we've picked up in this life. Our energetic patterns have incredible power and contain our individual strengths and our weaknesses. There’s an old Chinese proverb about dragons that applies to energetic patterns:Ignore the dragon and it will eat you. Confront the dragon and it will defeat you.Learn to ride the dragon and you will take advantage of its might and power.The key is to recognize and learn to utilize the strengths that are hidden in our energetic patterns, not to be consumed and mastered by them.LEARN TO RIDE THE DRAGON - LEARN TO RIDE YOUR ENERGETIC PATTERNS!(Source: Zen Entrepreneurship by Rizwan Virk)http://wisdomforfutureleaders.org/entrepreneurs-learn-to-ride-your-inner-dragon/
+John Maxwell says:I've learned a lot of lessons throughout my years teaching leadership.
I would like to share one of these with you:How to be a dealer in hope.What does hope do for mankind?- Hope shines brightest when the hour is darkest.- Hope motivates when discouragement comes.- Hope energizes when the body is tired.- Hope sweetens when the bitterness bites.- Hope sings when all melodies are gone.- Hope believes when the evidence is eliminated.- Hope listens for answers when no one is talking.- Hope climbs over obstacles when no one is helping.- Hope endures hardship when no one is caring.- Hope smiles confidently when no one is laughing.- Hope reaches for answers when no one is asking.- Hope presses toward victory when no one is encouraging.- Hope dares to give when no one is sharing.How do leaders offer hope to people?No. 1: Help people change their way of thinking.No. 2: Help them win some small victories.No. 3: Express sincerely your belief in them and their future.GIVE PEOPLE HOPE ... BE A DEALER IN HOPE!A leader is a dealer in hope. ~ Napoleon BonaparteRead the article: http://www.success.com/articles/912-maxwell-how-to-be-a-dealer-in-hope
Are you a dealer...in hope?
"Hope brings the victory when no one is winning".
@Mark Schaefer wrote the book "Return on Influence" to help you understand how you measure up on the social web and what that score means to your career or your business.
Read this article that will help you understand:
The conclusion from that is:You Have Become a Number
Mark Schaefer wants to explain us that true and lasting influence is not the ever-changing badge of scores; rather, it’s about humanity, credibility, meaningful content and an engaged group of followers.
In my words:
We make a living by what we get,but we make a life by what we give.
Doing something for #mankind is what matters.
#influence #life #humanity #contribution #reciprocity #engagement #Klout #mankind
Most creatives probably tremble at the thought of creating a business plan, and most likely keep pushing it to the back burner until eventually they need one.
DESIGNING A BUSINESS PLAN FOR YOUR CREATIVE BUSINESS( Source: http://goo.gl/xsddWo )
Socrates, this ancient philosopher holds the key to an essential leadership skill: asking great questions. The challenge is that too few leaders, managers and employees ask great questions. This is a big problem. Cultures that embrace a culture of questioning thrive and those that fear it either fail or are doomed to mediocrity.
The question is how to nurture this Socratic culture.
There are 7 basics ingredients to it.1. QUEST FOR THE BEST ANSWERSRemember that your goal is to find the best answer; not to give thebest one you have. ~ Ray Dalio.2. BE HUMBLE: ADMIT YOU DON’T KNOW3. BUILD STAMINA: GET A BRAIN WORK OUT4. EMPOWER EVERYONE5. CONCENTRATE6. QUESTIONS FOR THE THREE P’SThe three P’s are: possibilities, probabilities and priorities. 7. KNOW THYSELFRead the article!
Have you ever attended any Socrates Cafe groups in your community?
In order to become great Leaders one should always ask questions if something is not clear. Like the saying goes the only dumb question is the one not asked.
Leadership is a process. Success in leadership is very much coined through self-discipline, perseverance and commitment. Successful leaders are learners, lifelong learners. They daily work on their success, with daily routine.And leaders who learn effective are able to assess situations realistic – they see what makes sense and what does not. Good leadership means getting an awareness about facts that hinder any progress and growth of the company. Seeing facts realistically, learning from that and drawing the necessary consequences is important for a good leader. Too much optimism and confidence are fatal for a company. Illusions may deceive and can make us believe that things work well.Now you will say:Confronting us with an unfavorable reality and confessing facts needs indeed courage and humility.Yes, but minimizing obstacles or sweeping facts under the table do not solve problems. Not admitting obstacles makes us blind. Blind for reality and for acting appropriately. Courage is the enforcing virtue, the one that makes possible all the other virtues common to exceptional leaders: honesty, integrity, confidence, compassion and humility. ~ John McCain We have to learn:LEADERS FACE THE TRUTH … THEY ACCEPT THE TRUTH !LEADERS APPLY THE LAW OF COGNIZANCE !THEY REALIZE WHAT THE PROBLEM IS AND ACCEPT THE NECESSARY CONSEQUENCES !http://wisdomforfutureleaders.org/leadership-and-the-law-of-cognizance/
Stability is something we don’t often think about as a leadership quality – that is until it’s absent.
A lack of stability harms culture, stifles productivity, erodes trust, and makes it extremely difficult to retain top talent.
A humble and resolute confidence, a sure hand, and a steady calm inspire belief in a leader’s competence and capability. Stable leaders not only know where they stand, but they also leave no doubt in the minds of others as to what matters, and what will and won’t be tolerated.
If you want to become a more stable leader, pay attention to the following 4 pillars of stability:
Great Read !!
This branch of the British armed services consciously fosters cheerfulness and nourishes its collective memory. Business executives should take note.
Britain’s Royal Navy is a disciplined command-and-control organization that moves across 140 million square miles of the world’s oceans.
Navy life has created a style of leadership that fosters trust, respect, and collective effort. Softer skills such as cheerfulness, storytelling, and the creation of a collective memory - all of which make indispensable contributions to the effectiveness of ships and fleets - merit serious reflection by business leaders, too.
No one follows a pessimist, and cheerfulness is a choice. It has long been understood to influence happiness at work and therefore productivity. The cheerful leader in any environment broadcasts confidence and capability, and the Royal Navy instinctively understands this.
How do you teach cheerfulness? The Royal Navy takes every informal opportunity to demonstrate its usefulness. To fill the dead time that invariably occurs during training exercises and other routine activities, for example, navy personnel routinely hold informal games or contests. And Royal Marine commanders understand particularly well that cheerfulness is fueled by humor.The practice of “banter” - a peculiarly British form of playful, if gently mocking, communication - is also openly encouraged as an upbeat and informal way to regulate relationships and break down hierarchy.
Conversely, empty optimism or false cheer can hurt morale. As one naval captain puts it, “Being able to make the uncertain certain is the secret to leadership. You have to understand, though, that if you are always über-optimistic, then the effect of your optimism, over time, is reduced.”
Keep spinning ‘dits’
The Royal Navy has a highly efficient informal internal network. Leadership information and stories known as dits are exchanged across it—between tiers of management, generations, practices (branches), and social groups. With the help of dits, the Royal Navy’s collective consciousness assimilates new knowledge and insights while reinforcing established ones. Visitors to naval establishments or ships are often invited for a few dits; crews are encouraged to share theirs. These dits are one way the Royal Navy fosters what a business would call its culture, or philosophy.
Many organizations lack a strong collective memory wind up ignoring their own wisdom in uncertain times. They’re also more likely to follow the latest nostrum on leadership without digging into their past, thereby deskilling themselves. One antidote is making time for storytelling: low-tech oral history or cutting-edge social-media platforms that give today’s leaders new opportunities to spin dits on a regular basis.
Read the article:
Article by +Steve Tappin - The CEO Guru We have heard that Nelson Mandela is critically ill in hospital and close to his passing. In a world where people frequently express their disillusionment with politicians and their inability to make a difference, he’s a shining star.The article sees seven profound lessons that CEOs and leaders can learn from Nelson Mandela:(1) Master your meaning and your emotionsI am the master of my fate; I am the captain of my soul,” Mandela likes to quote from W. E. Henley. When his African National Congress (ANC) had been banned by the apartheid South African government in 1960, Mandela had advocated that the party abandon its policy of non-violence, leading to a sentence of life imprisonment. Keeping his emotions in check, relations with his captors improved as he sought to “communicate with them in a message that says I recognize your humanity”.(2) Treat the losers with dignity and turn them into partnersMandela understood that in a negotiation, both sides have to gain. There must be no winners and no losers. Learning the lessons from Germany at end of the First World War, he believed, “You mustn’t compromise your principles, but you mustn’t humiliate the opposition. No one is more dangerous than one who is humiliated.”(3) Shift perspectives through symbolism and shared experiencesCEOs should learn to acknowledge the past and draw a line under it. Then, through shared experiences, they must forge a powerful new purpose that people can connect to and believe in.(4) Embody the spirit of UbuntuIn 2007, in partnership with entrepreneur +Richard Branson and singer Peter Gabriel, Mandela founded ‘The Elders’. Composed of former heads of state, revolutionaries, peacemakers and chaired by Archbishop Desmond Tutu, The Elders work as a small, dedicated group of individuals, using their collective experience and influence to help tackle some of the most pressing problems facing the world today.In the launch address, Mandela talked about bringing “the spirit of Ubuntu: that profound African sense that we are human only through the humanity of other human beings.” In a thread that defines his whole life, he said, “I believe that in the end that it is kindness and accommodation that are the catalysts for real change.”(5) Everybody feels bigger in your presenceTime and again people comment on Mandela’s strong personality, saying that he has a aura about him. Leaders and CEOs who have this x-factor succeed. (6) Build a sustainable fellowship around your causeCEOs should develop a true fellowship structure that devolves responsibility and brings on promising talent.7) Bottle the dream for future generationsMandela showed us how one person with humility, a dream and a connecting cause could magnify himself and inspire us all. He should take great pride in the legacy that he leaves behind, as it continues to ripple across the world and through future generations. Nelson Mandela: a true legend.This article is dedicated to +Nadine Hack who knows Nelson Mandela personally.Read the article: http://goo.gl/GhII9(Picture: http://goo.gl/GhII9)
So many people are their own obstacle for success and personal happiness. They have a fixed mindset instead of a growth mindset. Carol Dweck, a researcher at Stanford University, well–known for her work on “the fixed mindset vs. the growth mindset.” describes the difference between these two mindsets and how they impact our performance:"In a fixed mindset students believe their basic abilities, their intelligence, their talents, are just fixed traits. They have a certain amount and that’s that, and then their goal becomes to look smart all the time and never look dumb. In a growth mindset students understand that their talents and abilities can be developed through effort, good teaching and persistence. They don’t necessarily think everyone’s the same or anyone can be Einstein, but they believe everyone can get smarter if they work at it." — Carol Dweck, researcher at Stanford UniversityPeople who have a growth mindset are more likely to maximize their potential. They tend to learn from criticism rather than ignoring it, to overcome challenges rather than avoiding them, and to find inspiration in the success of others rather than feeling threatened.If you believe things about yourself like …- I am not a natural athlete- I am not a math person- I am not creative- It's hard for me to lose weightyou have a fixed mindset and don't trust yourself. You are afraid to fail.And in the long run your fixed mindset hinders your ability to learn, grow and develop new skills. How may we change our mindset?So easy - through the right thinking. Never let results define you - your talent, your scores, your weight, your job, your performance, your appearance - you only become the victim of a fixed mindset. When you dedicate yourself to showing up each day and focusing on the habits that perform a better identity, that's when you learn and develop. It's your daily actions that will change what you believe about yourself. It's about setting a schedule and sticking to it. Not results matter, building the right identity matters.DON'T TRY TO WIN A CHAMPIONSHIP ...DON'T TRY TO WRITE A BESTSELLER ...DON'T TRY TO GETTING SIX PACK ABS ...... train, write and be active on a consistent basis and develop the right thinking and identity behind!Read the article: http://jamesclear.com/fixed-mindset-vs-growth-mindset(Graphic by James Clear)
"We are our own worst enemies" ... Limiting beliefs will limit your actions. Take note of the layers of behaviour change - something that is definitely worth having a look at.
It is found in creating, in making something new. Something interesting.
It is having a vision for something great and then taking daily small steps in that direction.
It is believing the impossible.
It is learning from mistakes and becoming better at your craft for having “failed.”
A better definition of success? Dedication to your work. Surrender to another person through love. Surrender to a cause that is greater than yourself.
Most people think that being the best requires more intelligence, more training, and more experience. In reality, in business or even in sports, the evidence is conclusive that it is as much about how you think, as what you do.
People are not born with these traits, they must be learned by everyone. It is about staying mentally strong, and maintaining a big-picture vision while taking focused action.
The projects least likely to succeed are the ones that benefit most from executive leadership.In the project hierarchy at your company, there are home runs, big bets, small wins, and junk. Most CEOs focus on the first two — those high-profile ventures with the greatest potential payoff. Daniel Shapero, LinkedIn’s vice president of Talent Solutions, recommends:“Rather than focusing on projects that are most important, leaders should focus on areas where their personal leadership skills can add the most value.” (See also his post: “How to Manage Projects: Double Down, Delegate, or Destroy” on LinkedIn: http://goo.gl/omfpE)Read the article: http://goo.gl/1mUKr(Picture: http://goo.gl/1mUKr)
Although home runs and small wins can be safely delegated to star players with proven track records, only executive leadership can make a significant difference in big-bet and junk projects.
Nice matrix for executive decision making in a complex world.
... the inability to distinguish between fantasy and reality
Great leaders eliminate and simplify complex conditions - average leaders overexert themselves. They struggle, get stressed and work ineffective. Simplicity is a choice, but it takes work. Simplicity enables change and is the source of true agility. Go and simplify things.Simplicity is the ultimate sophistication. ~ Leonardo de Vinci