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What is your biggest dream?

What is your biggest dream? | digitalNow | Scoop.it
Don Dea's insight:

Dreams are one thing. But following those dreams through all the challenges and setbacks is another. Inspired by this piece, we asked the Mashable community what their biggest dreams are and also how they are going about attaining these goals. Their responses are below

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
Curated by Don Dea
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The Friendship of Wolves

The Friendship of Wolves | digitalNow | Scoop.it
So if you're a senior leader, what can you do?

Get out of the role: Cultivate relationships in groups and settings where people have a common interest outside of work, where job titles are irrelevant, and where status derives from sources other than professional accomplishment. Be known for your skills (or lack thereof) as a rock climber, ballroom dancer, horseback rider, weightlifter--anything other than leader.
Treat family like family: A leader's need to discuss work can easily extend beyond family members' capacity to listen. (This is one reason why coaches like me have a job.) I'm not suggesting that work shouldn't be discussed at home, but insure that family members feel empowered to set limits on those conversations in order to make room for other topics and other ways of interacting.
Treat friends like treasures: Some of the most important people in a leader's life are those few individuals who are A) successful enough to avoid feeling threatened by or jealous of the leader's status, B) sophisticated enough to understand and empathize with the leader's challenges, C) invested in the leader as an individual and NOT invested in the leader's company, and D) completely trustworthy. Over the course of your lifetime you may meet just a handful of people who fit all of these criteria--when you do, recognize how rare and valuable they are.
Beware the wolves: Leaders attract people with a wide range of motives, and while the cost of cynicism is isolation, there's also a cost to naivete. It's important to test for trust and to admit people into closer confidence over a series of repeated interactions. You may have to work with wolves at one time or another, but successful co-existence requires you to see them for who they are, with no illusions about their professed friendship.
Start now: A theme in my practice is the price leaders pay when they wait too long, and it's particularly steep when it comes to the activities discussed here. You can't magically create true friends in a time of need if you haven't been investing in those relationships--only wolves will heed that call.
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Is There a Blockchain in Your Future? 

Is There a Blockchain in Your Future?  | digitalNow | Scoop.it
What is Blockchain, and Why Should Anyone Care?
What is blockchain? I don’t know about you, but saying it’s a distributed ledger that supports Bitcoin doesn’t get me very excited.

A blockchain … is a continuously growing list of records, called blocks, which are linked and secured using cryptography. Each block typically contains a cryptographic hash of the previous block, a timestamp and transaction data. By design, a blockchain is inherently resistant to modification of the data. It is “an open, distributed ledger that can record transactions between two parties efficiently and in a verifiable and permanent way”.

So what? I’m looking for real business applications that will benefit consumers and enterprises.

Gartner cautions against irrational exuberance: “Most current uses of blockchain are not disruptive, because the majority of organizations that undertake blockchain projects find it hard to conceive of systems that are outside of their legacy, centralized models (both business models and technology platforms).”

Exactly. Why should large enterprises (think big brands like Amazon) or software makers (Oracle, SAP, Salesforce) support technology that undermines their business models? Amazon wants all of us to become customers and sell us more stuff. Oracle sells databases to big brands so they can centralize and control management of customers, suppliers, employees, etc.
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How to Make Your Organization Smarter

How to Make Your Organization Smarter | digitalNow | Scoop.it
What’s your shorthand in terms of describing what a multiplier leader looks like?

A: I’ll give you my two versions of shorthand, and it’s taken me years to boil it down. As I studied this, I looked at five big differences between how these diminishing leaders operate and how the multipliers operate.

The first is how they manage talent. Diminishers tend to acquire resources where multipliers use people’s native genius. They utilize genius in others.
The second is that when it comes to work climate, diminishers tend to create a climate of stress, whereas multipliers create a climate of safety. I don’t mean emotional safety as much as I mean intellectual safety, like it’s safe to disagree and to speak up, to take risks. 
The third is how they set direction. Diminishers tend to give directives whereas, multipliers tend to define possibilities and ask big questions. 
The fourth difference is how they make decisions. The diminisher tends to make decisions, but the multiplier tends to generate debate. They may not always be consensus-oriented in their decision making, but they do allow people to debate first.
The fifth difference is how they drive for results. Whereas the diminisher tends to get it done, the multiplier ensures other people get it done. It’s about where they put ownership and accountability. They put other people in charge and they hold them accountable.   
I can also boil the whole book down to two key words: safety and stretch. It’s a cycle these leaders use in the debate process, like how do I create a safe environment, and then how do I stretch people’s thinking. It’s also a cycle they use in performance planning – creating safety for people to take risks, but then giving them stretch challenges.
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The Customers’ Experience now defines the Brand

The Customers’ Experience now defines the Brand | digitalNow | Scoop.it
Customers can engage with brands in more ways and places than ever before. As a result, customer expectations are higher than ever. We expect consistent and continuous products and services with instant access, always, on any device.

If the 1990’s and 2000’s were about building strong brands; the 2010’s have been about delivering exceptional customer experiences.

Working with clients, I consistently find branding and customer experience two conflicting organisational silos. Branding, or the marketing department, is often focused on delivering messages about the brand proposition and employing marketing and communication strategies to build consumer expectations of the brand; whereas customer experience is focused on delivering the customer experience, primarily through service. My firm is usually brought in to help with customer (experience) strategy and people are surprised when we begin to talk to brand and marketing.

Isn’t marketing about what the brand ‘is’ and customer experience about what the brand ‘does’? If the customer experience is where the brand comes alive physically, emotionally and virtually in its interactions with the customer, shouldn’t the two be intimately entwined? Brands need to tell a coherent and authentic story; and customer experience needs to adhere to that brand story, consistently across all touch points.

Customer experience activities without brand alignment represent a lack of strategy. Branding without customer experience cannot truly exist as the brand comes alive through customer interaction.
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What Is Machine Learning and Deep Learning and How to Use Them? | CustomerThink

What Is Machine Learning and Deep Learning and How to Use Them? | CustomerThink | digitalNow | Scoop.it
Machine learning and deep learning are increasingly making their way into consumer-related industries. They are widely used for various tasks:

Recognizing objects;
Translating speech in real-time;
Determining potential outcomes;
Understanding consumer habits;
Making personalized recommendations and a lot more.
In fact, leaders in consumer industries such as Amazon, Netflix, Apple, Google, and Microsoft extensively use these technologies.

What do these mysterious technologies entail? Should smaller companies invest in machine learning and deep learning? N-iX engineers try to answers these questions.
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Break The Loop Of Underperforming Innovations 

Orphaned innovations are a source of frustration for both management and the individual contributors who created them. Post launch reviews can expose some causal factors influencing performance, but the root cause is nearly always the system which produced them. It was Dr. W. Edwards Deming who once stated, “Every system is perfectly designed to get the results it gets.” If the product or service is truly an innovation then it is imperative that it be treated as such.  Yet most corporations unwittingly sabotage their own innovations while professing that they need more “big ideas.”

No matter how big the potential of an idea, placing that idea into a system that is not equipped to handle it can only yield unrealized market potential. Companies must acknowledge big ideas as new – as truly innovative – and therefore requiring modifications to existing systems. Adoption of a learning mindset is crucial. Rather than development systems that rely upon doing “what we do best”, project meetings must focus upon specific learnings which have been gained, how to adjust to them, and what needs to be learned next.
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Customer Loyalty is Not the Same as Repeat Business

Retention Plus Loyalty
The big takeaway from this blog is that most programs or strategies referred to as loyalty programs are simply efforts to entice customer retention or reduce likelihood customers will churn.

These programs are often a collection of tactics designed to appeal to the logical side of humans and to get customers to calculate tradeoffs like:

Are the retention benefits worth my next purchase?

Is it more painful to stay with this provider or to leave them?
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Stop Blaming the Help. How Companies Stymie Great CX 

Poor Human Resource Planning
Ms. Purple Hair was there alone on a busy Saturday morning. Her only lifeline; her manager who was not there that day but at home sick. This is not an isolated incident. I have been to this facility several times; they never have more than 2 people there.

Solution:
Look for peaks and valleys in your customer volume and schedule accordingly. There is very good scheduling software that integrates demand planning into staff schedules. This can attenuate bulges in demand. Also having self-help kiosks for routine procedures can help mitigate peak demand times. Both grocery stores and now quick serve restaurants make great use of self-help kiosks for routine requests and questions. For example, McDonald’s recently announced they are spending over $6 billion on upgrades including kiosks and mobile ordering.

Nonsensical Policies
“So, you can’t tell me what my credit is, but can tell there is a $200 change fee when I do rebook my flight sometime in the future?”

“That’s correct sir”, said the cool as ice phone representative. I imagined her inspecting her fingernails for flaws as she spoke in a very matter-of-fact-this-is-completely-normal kind of way about this ridiculous policy.
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Is Complaining About Work The Key To Happiness At Work?

Is Complaining About Work The Key To Happiness At Work? | digitalNow | Scoop.it
It’s well known that the modern employee is often a stressed employee.  Indeed, official government stats suggest that 40% of workers believe their job is extremely stressful, with 25% regarding it as the main stressor in their lives.

Having a bit of a grumble with a colleague about something so stressful could be a great way to let off steam, right?  Well yes and no.  Let’s explore the evidence to support venting at work first.

A recent study, published in Organization Studies, suggests that complaining about work can help to improve relationships within a team, and indeed make workers feel better, especially if the grumble has an element of humor to it.

Shared frustrations
The researchers studied a number of teams in a midwestern US hospital who worked under extremely stressful circumstances, whether due to the nature of the cases they were working on, or the relative inflexibility of their organizational structure.  In the teams, it emerged that complaining served to bond people together, whilst also allowing them to process their negative feelings and become more positive as a result.
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How willing is your organization to invest in growth?

How willing is your organization to invest in growth? | digitalNow | Scoop.it
How willing is your organization to invest in growth?

Very. We spend freely to drive the top line: 12%
Somewhat. We spend on focused areas only: 60%
Not very. Our investments are few and far between: 18%
Not at all. We never spend on driving growth: 10%
It takes money to make money. Almost 30% of you report not spending much at all in your growth efforts. I'd venture to guess your companies aren't growing. While it can be hard to carve out the funds to invest, you have to realize you can't cut costs to achieve profitability forever. At some point, there's nothing left to cut. To overcome this dynamic, be deliberate about setting aside funds in your budget for growth spending. With budgeting season around the corner for many of you, think about where your best growth opportunities are and make sure they're fully funded. Then, don't make the mistake of raiding those funds to make up for shortfalls elsewhere. Growth won't happen magically. You need to invest it to catch up with the 70% of organizations out there who are freer with the purse strings.
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5 leadership strategies that cultivate cognitive diversity

5 leadership strategies that cultivate cognitive diversity | digitalNow | Scoop.it
Check in with yourself
Watch for and combat your own personal biases relative to how people think, process information and solve problems. Treat this just like any other diversity factor. Take the time to recognize and process your own reactions; but don’t allow them to affect how you interact with others.

Convene teams that think differently
Consciously create cognitively diverse teams. Recruit people intentionally to ensure a rich mix of thinking styles and different points of view. Intentionally seek out others who approach problems differently than you do.
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The right framing and questions lead to productive conversations

The right framing and questions lead to productive conversations | digitalNow | Scoop.it
Imagine trying to lead an organization or team without words or conversation. Impossible, right? Everything leaders do is mediated through conversation. So, what are you doing with your conversations?

What if you had the keys to ensure your conversations would fuel productivity and engagement? Keys that would inspire creativity, motivate collaborative action, and generate innovative possibilities for resolving complex challenges? Think of how and where you might be able to take your team or organization empowered with those keys!

There are only two keys. They will help you do all of the above, and we're going to give them to you right now: Positive framing and generative questions.

The first key is to frame your conversations to talk about what you want, to focus on desired outcomes instead of on problems and deficits. Then, use the second key: powerful generative questions. Ask questions that indicate you don’t have the answer. Questions that invite diverse perspectives, new information and disruptive ideas related to the outcomes you’re after. The conversations that will evolve will allow you to collaboratively discover ways to move towards those outcomes.

Here’s an example. A leading Fortune 500 company had a serious issue with sexual harassment. Leaders, anxious to do something about it, began a root-cause analysis and conducted surveys to clarify the extent of the problem and solicit solutions. The more they looked into it, the worse the problem became. It seemed sexual harassment was rampant and tension in the organization grew even as they attempted to find solutions.

A curious consultant asked, “What do you want?” Leaders replied, “An end to sexual harassment.” The consultant pushed forward. "OK. If there is no sexual harassment, what will there be?”

After consideration, one replied, “Well, of course, we want high-quality, cross-gender relationships in the workplace.” 

After leadership began to ask questions about where those kinds of relationships were occurring, the solutions began magically to appear. Many people had examples of such relationships and from their stories they co-developed a strategy for teams and leadership to reinforce and ensure high quality, cross-gender relationships going forward.  Two years later, the organization won an award from the National Organization for Women as a Best Place to Work for Women.
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You're a chef, not a chemist

You're a chef, not a chemist | digitalNow | Scoop.it
The CEO knows the general direction his company is heading, but he’ll be the first to admit he doesn’t have a master plan all figured out. Should he pour it on to seize every opportunity the company is uncovering and risk overexpansion? Or slow things down to consolidate his gains and risk losing first-mover advantage? That’s just one of the many forks in the road he’s facing; as he comes across each one he has no choice but to choose.

Yet another client is a startup, pioneering a new industry that’s showing signs of being a genuine gold rush. Its management team knows, generally speaking, in what direction its nascent industry is heading, and they know they need to stake their claim in a relevant, differentiated and defensible niche. But (forgive the mixed metaphor) nobody can say what the final chessboard will look like. As arrogant as it would be for the team to assume they know how the industry will shake out, it would be foolish to not pursue a singular direction despite many uncertainties.
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Entrepreneurs Donate More to Charity, Study Finds 

Entrepreneurs Donate More to Charity, Study Finds  | digitalNow | Scoop.it
With a focus on the giving habits and priorities of entrepreneurs, the study, Entrepreneurs as Philanthropists (18 pages, PDF), found that 79 percent of entrepreneurs say that charitable giving is a critical part of who they are, while 47 percent said they consider themselves to be a philanthropist. Entrepreneurs also were found to give more than others, with median annual giving among entrepreneurs ($3,577) 50 percent higher than that of non-entrepreneurs ($2,383).

The study also found that entrepreneurs approach giving differently, with nearly six in ten saying their experience as a business owner reflects how they approach their giving. Entrepreneurs tend, for instance, to take a more hands-on approach to their giving, with 61 percent saying they appreciate the ability to be personally involved in a cause or organization and 62 percent saying they value the opportunity to demonstrate leadership in their community through charitable giving, compared to about half of non-business owners. In addition, entrepreneurs spend more time volunteering, with 66 percent saying they volunteer at least three hours every month, compared with 55 percent of other donors.

The study also found that entrepreneurs see a business exit as an opportunity to give back, with three out of ten business owners reporting that they intend to sell or pass the business down to a family member within the next five years, and nearly 68 percent of those saying they plan to donate to charity in conjunction with the transition. Just 14 percent of business owners have no plans in place to give to charity during or after an exit from their business.

"Five hundred and fifty thousand Americans become entrepreneurs every month," said Fidelity Charitable president Pamela Norley. "The sheer size of this group, coupled with an expressed interest in having a positive social impact, means they have a tremendous influence on the philanthropic sector."
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An Insight into the World of Voice User Interface Design 

What is Voice User Interface?
Voice User Interface is a speech recognition technology that allows the users to communicate with their devices with the help of voice commands. The assistance that VUI provides is not only for smartphones. It is also present in smart homes, smart TVs, and a range of other products.

Some examples of the Voice User Interface are Siri, Google Assistant, and Microsoft Cortona.

This technology has been eliminating the use of the traditional modes of communication majorly. This is done by bringing forth the most convenient and comfortable form of communicating to the users; the mode of language!

Now there is no specific task for which VUI’s have come into existence. They assist in tasks ranging from your daily routine requirements to complex tasks altogether.

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3 Weak Phrases You Should Drop From Your Leadership 

3 Weak Phrases You Should Drop From Your Leadership  | digitalNow | Scoop.it
1. At this time…
Think about it.

When a leader is asked, “Will there be layoffs at the company?” what does it mean if a leader responds by saying, “Not at this time”?

The leader is essentially saying, “There will be no layoffs today, but there could be tomorrow.” Or perhaps there really will be no layoffs. In other words, adding “At this time” to any leadership announcement renders it meaningless.

Take the “At this time” out of your leadership vocabulary.

2. If this is true…
This one is being heard far too often today.

A leader will hear a rumor or allegation against a member of the team, and rather than searching for truth will say, “Johnson, if these allegations I’m hearing about you are true, then I have choice but to let you go…”

Our culture today has replaced fact-based decision making for “allegation-based” decision making. This is simply weak leadership.

And you can spot it the moment a leader utters the phrase, “If this is true…”

3. People are saying…
Be wary of the opinions that are formed or the decisions that are made based on the “People are saying” reasoning.

“People are saying we need to change our product.”

“People are saying we should lower our prices.”

“People are saying we should add a traditional service in our church.”

Each of these statements begs the question, “What people?” “Who are these people saying these things?”

By all means, keep your eyes and ears open for feedback from a variety of sources. But remember that “People are saying” is the beginning of a decision making process; it’s far from the end of that process.

Here’s the point. When you’re a leader, you know that people listen to your every word.

So choose your words carefully.
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You're a chef, not a chemist

You're a chef, not a chemist | digitalNow | Scoop.it
The important thing to remember is that momentum beats perfection. As business leaders, we’re chefs, not chemists. Our task is to make something of the tools and ingredients available to us -- nothing more and nothing less. The odds of what we come up with being exactly right on the first try are next to nothing. So what? We have to keep chopping, keep stirring and keep experimenting with a pinch of this and a dash of that. After all, we have mouths to feed. 

Even if you really are a chemist in your professional life, when it comes to corporate leadership, you must operate as a chef. You’ve got to start cooking and be willing to mix things up mid-course. While (unlike your grandmother) you’ll likely never perfect the recipe, you will find that you’re becoming an increasingly good cook.
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Innovation Insights from Ted

Innovation Insights from Ted | digitalNow | Scoop.it
Sometimes one stumbles across insights from unexpected places.  Most of the books I have read recently have fallen into the category of histories of other countries (Laos, China, Singapore, Myanmar, Colombia) or studies of how things work (buildings, bridges, rivers, archaeology).  I gravitate towards these subject areas because they are of great interest to me in my current and future travels.  As I was preparing for my next trip, I finished one book and was about to start another tome, but did not want to open one of the books I had already packed for my trip.  Scanning my bookshelf, I noticed a large hardcover book that I had not read for nearly two years –The Bully Pulpit by the renowned presidential historian Doris Kearns Goodwin.  The subject matter, U.S. Presidents, interests me from time to time but I have not spent much time in this genre lately.  Moreover, this lengthy book is not the type that I would not take on a trip due to size and weight (I do not enjoy the e-book reading experience, so I always travel with physical books).  As Teddy Roosevelt has always fascinated me, I decided to begin reading Goodwin’s work.
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Don’t Break Down Silos, Connect Them – Innovation Excellence

Don’t Break Down Silos, Connect Them – Innovation Excellence | digitalNow | Scoop.it
The New Role of Leaders
Historically, organizations were designed for stable environments. Strategy was formulated by a single, heroic leader, whose wisdom was augmented by the eyes and ears of a small group of confidantes. Hierarchies were set up with vertical lines of authority in order to carry out orders from the top. Success was measured against plans that were handed down from the top.

Yet today, we have to manage for disruption, not stability. “We need to debunk the ‘heroic leader’ myth. If we believe in mountain top leaders, we end up centralizing our organizations around the mountain top instead of pushing accountability to people who are closer to the problems.” Chris Fussell told me.

So today the role of leaders has changed. Their primary function is no longer to plan and direct action, but to inspire and empower belief around a single mission and to shape networks that enable actions to take place at the speed which the environment demands. That, in turn, requires the use of platforms that allow everyone in the enterprise to access ecosystems of talent, technology and information.

So stop obsessing over silos and start thinking about how your organization can transcend them.
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Great Leadership: Likability in Leadership—Necessary for Some, a Liability to Others

The first context is culture. A leader’s disposition needs to be in sync with the culture of a company. I met with the CHRO of a staffing firm in the southwest last month and the first thing I thought was: this person is really nice and I can see why she is so respected here. The organization was relatively small, everyone was together in one location, and they relied on local contacts to keep the business going. Likeability was built into the formula. Would that same CHRO be as successful at a firm where the culture was more about innovation and less about continuity? Doubtful.

Industry is the second context to consider. When people talk about the qualities that made Steve Jobs so successful, likability didn’t always appear on the short list. Yet, he was one of the most admired leaders of our time. Apple is in an industry where fresh ideas, fast thinking and constant change are keys to success. Jobs brought a highly distinctive design vision that keyed-in on user experience and an eye for engineering excellence that few could match. He was a brilliant in all the ways that mattered, and that, more than likability, gained him the followership he needed to lead in computing. Likewise, the aggressive and purportedly overbearing Jack Welch was highly respected and emulated, but likability was not a key ingredient for leading the massively complex global conglomerate.
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4 simple ways to become a more effective leader through mindfulness

4 simple ways to become a more effective leader through mindfulness | digitalNow | Scoop.it
you can develop mindfulness and bring focus and clarity to your day:

1. Begin from a place of stillness

I start every workday with a few moments of mindfulness. Whether I’m on a flight or in my car, I breathe mindfully and note the quality of my thoughts. By the time I get to my desk, I’m centered and ready for whatever comes up.

Try incorporating this habit into your own day. Start by sitting quietly for two minutes. Don’t check your phone or look at your computer. Just find a quiet place where you can focus on your breathing and connect with your body. Over time, you’ll become more adept at coming back to that quiet mental place even when you’re dealing with crises.

2. Set your intentions

Amazon CEO Jeff Bezos starts every meeting with a period of silence, during which everyone present reads printed copies of the meeting agenda. I have a meeting ritual, as well, that’s designed to serve the same purpose. At the outset, I ask everyone to articulate their intentions for being in the room and the objectives they hope to achieve.
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What To Do When You Discover That Passion Alone Isn’t Enough 

What To Do When You Discover That Passion Alone Isn’t Enough  | digitalNow | Scoop.it
Here are 10 realities leaders know about the one-two punch of passion and discipline:

Passion sees the vision. Discipline translates it into action.
Passion attracts a team. Discipline builds the team
Passion makes good decisions. Discipline implements the decisions.
Passion establishes values. Discipline lives the values out.
Passion envisions a healthy culture. Discipline makes it happen.
Passion describes the goal. Discipline forms the strategy to reach the goal.
Passion creates priorities. Discipline executes the priorities.
Passion generates ideas. Discipline turns them into reality.
Passion challenges people to grow. Discipline helps them do it.
Passion drives innovation. Discipline drives implementation.
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The root cause of workplace drama: Lack of clarity

The root cause of workplace drama: Lack of clarity | digitalNow | Scoop.it
Your managers aren’t making good decisions. They continue to go to their vice presidents and executives to get approval. You believe this time-wasting workplace issue is due to a lack of confidence. You offer leadership training that includes a workshop on decision-making, but the problem persists.

There is a reason people do what they do, and that reason is often due to the culture and past experiences. For example, on a consulting project, I found out that the reason managers didn’t make decisions is because they lacked confidence. The reason the managers lacked confidence was because many of their decisions had been overridden by senior leaders. Therefore, the managers feared making mistakes and losing face in front of employees.

What to do: Look through old records and find examples of decisions made by managers that were overridden by a higher authority. If you see more than a couple of examples, you may need to develop a decision-making process or get some outside consulting support to get everyone on the same page. 
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Be honest about what you need from a new hire

Be honest about what you need from a new hire | digitalNow | Scoop.it
Now, this is confusing to a lot of people. We hear about companies like Facebook and Google in every business article ever written. All of us seem to have fast phones and cool new tech/apps come out every day. So why is everything seemingly so fast and innovative, but companies are becoming more bullshit-laden every day? Here’s one good hot take via Greg Satell:

To many, this is surprising because we seem to see innovation all around us, from smarter smartphones to speakers that talk to us and respond to our commands. However, the truth is that information and communication technology makes up only 6% of advanced economies. Silicon Valley can’t build the future alone.

True.

So, companies are increasingly bureaucratic…
… and look, even though we should be changing that and making them more innovative and having self-contained entrepreneurial hubs, we need to look at the reality. Well, two realities.

A lot of managers just want box-checkers. They want to get projects off their plate and have them handled without any fires or brushback. They don’t want “innovation hubs.” The game is slicing down your to-do list and getting home at a semi-reasonable time.
Bureaucracy rises up because it makes it easier to make money without having to actually make decisions. That’s comforting to millions of people.
How does this all tie to hiring?
We tend to open a lot of white-collar hiring processes and say we’re looking for …

“Innovative”
“Entrepreneurial”
“A-Player”
“Hit the ground running”
“Collaborator”
“Out of the box thinker”
… but look at everything above. We’re not headed in that direction. We’re actually headed the other way.

And look, some roles are fucking drone jobs. It’s unfortunate, and it shouldn’t be — this is why automation concerns so many people — but some jobs are just mindless spreadsheet-updating and PowerPoint-creation, and then the people with real authority barely glance at those assets.

If you think I’m just ranting, cool. The New Yorker, who is more respected than I am, just covered this too.
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Undone by a culture of toxicity

Undone by a culture of toxicity | digitalNow | Scoop.it
One of the top charitable foundations in the US is dealing with the exposure of regular bullying, harassment and emotional abuse by a top executive, as well as what is overall a toxic culture.

There were red flags about the toxic nature of the foundation’s culture everywhere you looked. Formal complaints about this woman’s behavior were made to HR but, according to numerous former and current employees, the executive director did nothing. At least one lawsuit was filed against this woman. It was settled out of court.

Turnover at all levels was significant. The foundation notes that 73 people -- out of 140 total employees -- have left since January 2016.

On Glassdoor, the foundation earns only a 1.9 score on a five-point scale. Only 14% of employees recommend the company, and only 26% approve of the CEO.

How did these executives miss these flags? The complaints were frequent and noted consistent bad behavior. The organization’s values are honorable, yet it is obvious that this woman didn’t demonstrate the company’s values daily. “Integrity,” “inclusiveness,” and “respect” were not words employees used to describe the way she treated others.

The executive director valued growth, and he got it, yet at significant human cost.

Watch this three-minute video for my three steps to ensuring you never have a toxic culture
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