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Women Need to Realize Work Isn't School

Women Need to Realize Work Isn't School | Business transformation | Scoop.it
Being disruptive was punished in the classroom. But in business, it's how you get ahead.
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50 Apps That Will Help You Stay Sharp During The Holidays - Edudemic

50 Apps That Will Help You Stay Sharp During The Holidays - Edudemic | Business transformation | Scoop.it
These apps should help you stay sharp during the holidays and beyond. From creativity apps to games and fitness apps, start sharpening your mind!
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Daydreaming Can Help You Be More Creative

Daydreaming Can Help You Be More Creative | Business transformation | Scoop.it
Permission to daydream, granted. A new study in the journal Psychological Science shows that allowing your mind to wander might actually be good for your creative prowess.
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Are You Getting Better or Just Getting Busier?

Are You Getting Better or Just Getting Busier? | Business transformation | Scoop.it
Are you accumulating your 10,000 hours towards mastery, or are you jumping at every new social media and content marketing opportunity, weakening your impact?
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Building a Social Media Team: The Community Manager

Social Media has evolved from its beginnings as a recreational pastime into a tool for communication, social activism -- and of course, business.
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Trigger of transformation - Why design is the key to the connected world

Trigger of transformation - Why design is the key to the connected world | Business transformation | Scoop.it
Intelligent and simple design is the key solution to creating meaningful experiences out of the connected world.
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Leadership Challenges: Embrace paradoxes to move forward

Leadership Challenges: Embrace paradoxes to move forward | Business transformation | Scoop.it

"This provocative post highlights current business paradoxes challenging leaders:  change or remain stable, complexity versus simplicity, growth and sustainability and more."


After seeing evidence of our increasingly VUCA world, one that is growing in its Volatile, Uncertain, Complex and Ambiguous characteristics, this useful list of paradoxes resonates.  Does it resonate to your experience?

 

___________________________

  

Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

___________________________

   


Excerpted:

  

Paradox 1: growth versus sustainability

Growth as it is currently defined tends to result in an unquestioned and unchecked consumption of resources. Sustainability considerations are generally considered to put a major strain on growth ambitions.


The way forward is innovation, but another paradox present itself:

  

Paradox 2: innovating versus operating

Innovation is increasingly about service, process, business model and social innovation.

However, focusing on innovation does not mean ignoring operations. The trick is that what allows operations to thrive can seriously get in the way of innovation and vice versa.

  

Paradox 3:  change versus continuity

If you try to innovate too many things at once you will end up with chaos, if you do not change at all your organisation will decline. What is the right balance?

  

Paradox 4: collaboration versus competition

Business is inherently competitive yet today, collaboration is common, with most companies having collaborated with their suppliers and their customers. Leading companies are promoting collaboration through crowdsourcing or with competitors.

  

Paradox 5: complexity versus simplicity

Demands on leaders result in increasing levels of complexity, arising from the number of possible, unpredictable interactions between collaborate, compete; change, remain stable; innovation or operational excellence; growth or sustainability. Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

  

Paradox 6: Heart versus mind

Decisions need to be made in the face of incomplete analysis, unpredictable outcomes and changing circumstances. The foundations for analysis and factual arguments differ from emotional and visionary engagement; people who excel at one are not necessarily particularly good at the other and yet both are needed.

  

Read the full article by Dr Bettina von Stamm here.


Via Deb Nystrom, REVELN
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Female muscle, the Changing Politics & Economy of Gender, Women in Leadership

Female muscle, the Changing Politics & Economy of Gender, Women in Leadership | Business transformation | Scoop.it

"Insights into Leadership & the Politics of Gender via the book, The End of Men: And the Rise of Women by Hanna Rosin to be published in Britain in October"


At the local Women's Exchange of Washtenaw Forum 2012, one of our Open Space group discussions was on the Politics of Gender.  This intriguing book brings up good points about the shifts & changes in our disruptive, social media charged, globally connected world.    


The photo set, including several public photos, is here:  Women, Empowerment at WXW Open Space Exchange Forum2012   ~  Deb


__________________________

“All the things we need to be good at to thrive in the world…are things that my female friends and competitors are better at than me.”

__________________________


Excerpted - from the Economist, Sept. 2012:


Women dominate university attendance around the world.

   

In South Korea more women than men pass the foreign-service exam, which has sparked the foreign ministry to implement a minimum quota for men.    In Brazil nearly a third of women earn more than their husbands, a phenomenon that has caused men to form church support-groups calling themselves “Men of Tears”.   Ms Rosin, an editor at Atlantic, whose book grew out of an article she wrote for the magazine in 2010, highlights how women today are excelling, while men founder.
As part of her research, she travelled to many corners of America, including Auburn-Opelika, Alabama, where women’s median income is 40% higher than men’s.

The financial crisis has been especially unkind to men: three-quarters of the 7.5m American jobs lost in the recession belonged to men and were in traditionally masculine industries, such as construction, manufacturing and finance.

   

“Probably no one has had their wife move up the ladder as far as I’ve moved down,” says one man.   Another, who is annoyed that his girlfriend earns more than he does, complains, “All the things we need to be good at to thrive in the world…are things that my female friends and competitors are better at than me.”


__________________________

  

The new service-based economy rewards communication and adaptation, qualities that women are more likely to have.

__________________________

   


Ms Rosin highlights the deterioration of the male-in-the-workplace condition.

   

The new service-based economy rewards communication and adaptation, qualities that women are more likely to have.    Only about 3% of men have taken over raising children full-time while their wives support their families.    Instead, many men, especially young ones, have retreated into a world of video games, drinking and prolonged adolescence—a phenomenon identified in “Guyland”, a 2008 book by an American sociologist, Michael Kimmel.


Read the full post here.


Via Deb Nystrom, REVELN
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Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | Business transformation | Scoop.it

Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”


Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  


He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb


Excerpts:


_____________________________

Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

_____________________________


Weiner described how powerful the phrase, "Next Play" has been for the company.


On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.
1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.
3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.


7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!


Read the full post here.


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's comment, September 19, 2012 11:42 PM
Thanks Lynn!
Manish Puranik's curator insight, July 10, 2013 12:25 AM

Few more lessons on Leadership...!

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Want to Recession-Proof Yourself? Join the Creative Class - Forbes

Want to Recession-Proof Yourself? Join the Creative Class - Forbes | Business transformation | Scoop.it
(Photo credit: Wikipedia) Looking to thrive in our new, post-recession economy? Then it's essential to focus on doing work that it would be near-impossible to program a computer or robot to do.
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The Evolution Of Social Media | Communities and Collaboration

The Evolution Of Social Media | Communities and Collaboration | Business transformation | Scoop.it
The Evolution Of Social Media | Communities and Collaboration http://t.co/4N3PMwbg via @stephendale...
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How Do Schools Kill Creativity

Must-Watch, then judge! Do Schools kill creativity? Sir Ken Robinson makes an entertaining and profoundly moving case for creating an education system that n...
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Driving Business Growth, Priorities and Engagement through ...

Driving Business Growth, Priorities and Engagement through ... | Business transformation | Scoop.it
BACKGROUND Forrester recently released a book ' Outside In : The Power of Putting Customers at the Center of Your Business'. The book highlights that customer experience is the greatest untapped source of cost savings ...
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Robin Martin's comment, November 4, 2012 11:09 AM
Thanks Deb!! ; )
Deb Nystrom, REVELN's comment, November 4, 2012 4:49 PM
You are most welcome Robin!
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3 Stages of a Company's Social Integration

3 Stages of a Company's Social Integration | Business transformation | Scoop.it
Arguments that social media belongs to marketing or public relations are shortsighted -- instead, focus on objectives.

As social behaviors and technologies become more embedded into all aspects of business, smart companies are looking as far up the adoption curve as possible. This means getting beyond what often passes for social media marketing to a more holistically social way of thinking about marketing, customer service, stakeholder management, employee engagement, product innovation, risk management and much more.

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There is no such thing as leadership – Peter Drucker classic, Change Leadership?

There is no such thing as leadership – Peter Drucker classic, Change Leadership? | Business transformation | Scoop.it

Wes Balda has written a compelling piece on Peter Drucker and our overwrought attention to defining leadership, which is timely, seeing the new Pew report on negative media and presidental election coverage.


Excerpts:


At lunch one day, [Wes] asked Peter to define leadership. He snorted in response, “There is no such thing as leadership.”


WB: He defended this by claiming it couldn’t be defined. He stressed that leaders were only labeled thus because they had followers.


PD: “At best, leadership may be a dimension of management,” he said, “and leaders could be identified because their actions were predictable, or perhaps trustworthy.”

_________________________


Leading could be how we manage, or make knowledge effective through relationships, in powerless environments.
_________________________



WB: ...Max DePree identified an important concept – the absence of power. Leading could be how we manage, or make knowledge effective through relationships, in powerless environments.


Results are achieved around or beyond the use of power. “Leading without power” may be the only way leadership works. By definition, then, using power in leading is not leading at all.


DN:  Perhaps it's just coercion, or intimidation.  From another article excerpted here, from Forbes, note the diagrammed split of leadership and management tools and the placement of "power tools."


WB:  So, when Drucker says leaders are only defined by the presence of followers, I believe he means that these followers first exist – and that they are absolutely free from all constraints in choosing to follow.


A well known video on being the first follower helps illustrate this point.


Power is absent, and the decision to follow creates the ultimate democracy. (Drucker, incidentally, was even more focused on civil society after Sept. 11, 2001.)


Read the full article here.


Photo credit:  by Jeff McNeill, Flickr.com CC


More about resources for leaders via Deb is here:
Planning & Strategy Retreats
Presentation Videos - Change Results
Deb's mothership: The REVELN website


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Victoria Morgia Jamolod-Umbo's comment, September 6, 2012 9:28 AM
In any organization, there will always be leaders and followers. It is true that many people hate the fact that they are just simple followers, the main reason why they often time make nasty comments about these leaders.But, despite all these negative comments, a true leader should never be onion-skinned, and should stand firm on what he believes is right and advantageous for the majority, regardless of any negative opinions.
Deb Nystrom, REVELN's comment, September 10, 2012 9:54 AM
@Victoria, thanks for your comment. It is true that "leaders" must have thick skins. Drucker's point, I believe, is that followers define the leaders, and that leaders may, in many, even most cases be an artifact of management, rather than the magical status we've given them over the years.

Indeed, where would Gandi, Nelson Mandela, Washington and Lincoln be without their first followers and the followings that emerged to turn the tides of public opinion to make significant changes in our histories.

It's a provocative article and I'm glad that people are rescooping it. ~ Deb
Erika Holthuizen's comment, September 25, 2012 9:58 PM
golden truth
!
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Leadership Challenges: Embrace paradoxes to move forward

Leadership Challenges: Embrace paradoxes to move forward | Business transformation | Scoop.it

"This provocative post highlights current business paradoxes challenging leaders:  change or remain stable, complexity versus simplicity, growth and sustainability and more."


After seeing evidence of our increasingly VUCA world, one that is growing in its Volatile, Uncertain, Complex and Ambiguous characteristics, this useful list of paradoxes resonates.  Does it resonate to your experience?

 

___________________________

  

Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

___________________________

   


Excerpted:

  

Paradox 1: growth versus sustainability

Growth as it is currently defined tends to result in an unquestioned and unchecked consumption of resources. Sustainability considerations are generally considered to put a major strain on growth ambitions.


The way forward is innovation, but another paradox present itself:

  

Paradox 2: innovating versus operating

Innovation is increasingly about service, process, business model and social innovation.

However, focusing on innovation does not mean ignoring operations. The trick is that what allows operations to thrive can seriously get in the way of innovation and vice versa.

  

Paradox 3:  change versus continuity

If you try to innovate too many things at once you will end up with chaos, if you do not change at all your organisation will decline. What is the right balance?

  

Paradox 4: collaboration versus competition

Business is inherently competitive yet today, collaboration is common, with most companies having collaborated with their suppliers and their customers. Leading companies are promoting collaboration through crowdsourcing or with competitors.

  

Paradox 5: complexity versus simplicity

Demands on leaders result in increasing levels of complexity, arising from the number of possible, unpredictable interactions between collaborate, compete; change, remain stable; innovation or operational excellence; growth or sustainability. Leaders must find ways to deal with this complexity and embrace and manage it to achieve simplicity.

  

Paradox 6: Heart versus mind

Decisions need to be made in the face of incomplete analysis, unpredictable outcomes and changing circumstances. The foundations for analysis and factual arguments differ from emotional and visionary engagement; people who excel at one are not necessarily particularly good at the other and yet both are needed.

  

Read the full article by Dr Bettina von Stamm here.


Via Deb Nystrom, REVELN
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