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Buddha Had It Right: Relax The Mind And Productivity Will Follow

Buddha Had It Right: Relax The Mind And Productivity Will Follow | leadership 3.0 | Scoop.it
Eastern thought and meditation are pushing evercloser to the mainstream. Today many ancient teachings coincide perfectly with modern research on...

Via Belinda MJ.B, Bobby Dillard, Fabrice De Zanet
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Belinda MJ.B's curator insight, April 29, 2013 12:36 PM

Buddha Had It Right: Relax The Mind And Productivity Will Follow

leadership 3.0
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Want to Build Your Ideal Future? Read These Books – The Mission – Medium

Want to Build Your Ideal Future? Read These Books – The Mission – Medium | leadership 3.0 | Scoop.it
Whether you are currently living your life on purpose, know what you want in life or you are still discovering your life’s work, this list will help you find clarity and build your ideal future…

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3 Simple Words Will Set You Free – Personal Growth – Medium

3 Simple Words Will Set You Free – Personal Growth – Medium | leadership 3.0 | Scoop.it
Everything you need to know about human communication lies hidden in one, 4-minute monologue from one of the greatest actors of all time.

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5 Traits of the Aware Leader | Ron Edmondson

5 Traits of the Aware Leader | Ron Edmondson | leadership 3.0 | Scoop.it
The longer I’m in leadership, the more I realize I don’t always fully know the real health of my team or organization at any given time – at least as much as others do.
 

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HOW TO READ MORE — A LOT MORE – Thrive Global

HOW TO READ MORE — A LOT MORE – Thrive Global | leadership 3.0 | Scoop.it
When you read a lot of books people inevitably assume you speed read. In fact, that’s probably the most common email I get. They want to know my trick for reading so fast. They see all the books I…

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If You Want to Get Bigger Things Done in 2018, Read This

If You Want to Get Bigger Things Done in 2018, Read This | leadership 3.0 | Scoop.it
Have you tried SMART goal setting but feel you could achieve more? It could be time to 'Stretch' your goals - and aim higher and bigger than ever before.

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The 4 Types of Innovation and the Problems They Solve

The 4 Types of Innovation and the Problems They Solve | leadership 3.0 | Scoop.it
In researching my book, Mapping Innovation, I found that every innovation strategy fails eventually, because innovation is, at its core, about solving problems — and there are as many ways to innovate as there are types of problems to solve. There is no one “true” path to innovation.

Yet all too often, organizations act as if there is. They lock themselves into one type of strategy and say, “This is how we innovate.” It works for a while, but eventually it catches up with them. They find themselves locked into a set of solutions that don’t fit the problems they need to solve. Essentially, they become square-peg companies in a round-hole world and lose relevance.

We need to start treating innovation like other business disciplines — as a set of tools that are designed to accomplish specific objectives. Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks.

It was with this in mind that I created the Innovation Matrix to help leaders identify the right type of strategy to solve a problem, by asking two questions: How well can we define the problem? and How well can we define the skill domain(s) needed to solve it?

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David Hain's curator insight, December 5, 11:05 AM

What kind of innovation does your organisation/client need? useful typography for choosing appropriately here.

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The New Science of Successfully Breaking Bad Habits

The New Science of Successfully Breaking Bad Habits | leadership 3.0 | Scoop.it
The Science of Behavior Change (SOBC) coalition is on a mission to help people break bad habits and successfully make behavioral changes that will lead to longer, healthier lives.

Via Stefano Principato, Bobby Dillard, Karlton B McIver
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14 Strategies To Accelerate Your Personal Growth By 1,000%

14 Strategies To Accelerate Your Personal Growth By 1,000% | leadership 3.0 | Scoop.it
Most people believe, for example, that confidence is a cause of success. A comprehensive meta-analytic review paints the opposite picture, showing that confidence is a byproduct of positive choices…

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9 Ways To Motivate Yourself To Do Mind Numbingly Boring Stuff

9 Ways To Motivate Yourself To Do Mind Numbingly Boring Stuff | leadership 3.0 | Scoop.it
Do you sometimes really struggle to motivate yourself? Click here for tips and tricks for completing really borin

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OurLivesTold's curator insight, November 28, 7:37 AM
For when the things you *want* to do and the things you *have* to do aren't quite the same. 
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Research: Why 70 Percent of Employees Aren't Working to Their Full Potential Comes Down to 1 Simple Reason

Research: Why 70 Percent of Employees Aren't Working to Their Full Potential Comes Down to 1 Simple Reason | leadership 3.0 | Scoop.it
 
 

According to Gallup research, an astounding 70 percent of U.S. employees are not showing up to work fully committed to deliver their best performance. Adding insult to injury, 52 percent of those workers are basically sleepwalking through their day, and 18 percent of them are busy acting out their unhappiness.

 

So what gives? Gallup has been preaching for two decades that in order to reverse this crisis, great managers (like Google's own) that understand human nature and how to motivate and inspire diverging needs of people, need to be put into management roles at every level of the organization.

 

When a company raises employee engagement levels across every business unit through great management of people, it leads to higher profitability, productivity, and lower turnover. 


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Dale Kennedy's curator insight, November 29, 11:11 AM
Great article
Trumans's curator insight, November 29, 6:34 PM

The salient point here is that firms who ignore the science behind what makes a great manager are those most likely to suffer.

Ian Berry's curator insight, December 1, 4:42 PM
There's a valid point to the research I do wonder though how Gallup has been at this for 30 years+ and yet you would think by reading articles like this that there's been no improvement in things like employee engagement despite all their research they are telling the same story that most people are disengaged from their work which is the reality in some organisations yet definitely not all
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Leadership From The Inside Out: The Essential Role Of Story Mastery

Leadership From The Inside Out: The Essential Role Of Story Mastery | leadership 3.0 | Scoop.it
Leadership is so much more than a hierarchical role. It is how we courageously and authentically show up to serve all those we touch. Real leadership involves inspiring people at all levels to serve something much bigger than themselves.

Via Dr. Karen Dietz, Create Wise Leader, Bobby Dillard
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Dr. Karen Dietz's curator insight, November 28, 7:40 PM

This post by Kevin Cashman at Korn Ferry discusses the 8 pathways to leadership mastery. He makes the point early on that we personally tend to measure leadership mastery by external items: revenue, profit, new product breakthroughs, cost savings, and market share, etc. All good.

 

But the core question is: where do the external results come from? From internal factors within the leader that must be mastered.

 

To answer that question, research ensued and 3 internal competencies emerged:

  1. Courage and authenticity (to include vulnerability, openness, integrity)
  2. Influence (communicating in ways that inspires others)
  3. Enduring value creation serving multiple groups (self, team, org, family, society, world)

 

Building these 3 competencies means walking 8 paths. Four of these paths involve storytelling skills: 

  1. Personal mastery: courage, authenticity, awareness -- being courageous and vulnerable to share your authentic stories; using your own stories for personal awareness and development
  2. Story mastery: leading with inspiration -- by sharing your stories, and sharing the stories of others
  3. Purpose mastery: leading with why -- the best way to share the "why" is through a story. Sharing stories of others fulfilling org/personal purpose and their "why"
  4. Being mastery: leading with presence -- storytelling isn't the only element to building presence, but it is a key one. Modeling who you are through the stories you tell and the actions you take is powerful.

 

Read the post for the other 4 paths (all great info and insights!) and start putting a plan together for 2018. You'll be glad you did.

 

Sign up for my newsletter for updates about my 2018 Story Strategy session.

 

This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it.

Trumans's curator insight, November 29, 6:43 PM

To reiterate: Real leadership involves inspiring people at all levels to serve something much bigger than themselves.

I had the pleasure of listening to Mike and Annie Cannon-Brooks last night - great examples of real leadership. 

Also, check out Danial Pink's RSA Animate video on "The Surprising Truth of What Motivates Us."

Nevermore Sithole's curator insight, December 4, 7:43 AM
Leadership From The Inside Out: The Essential Role Of Story Mastery
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(Empathic Design) The core of innovation: Empathy and Experiment

This is a talk for IT Next 2015 by HC, Joe and Kaba. 
Whether it's radical innovation or incremental innovation you are looking for, empathy and experiment are always the core of what you need to do. And the space and culture are also very important for making the magic happen. The USER model, User & Empathy, Space & culture, Experiment and Repeat, is the way we think could really foster innovation.


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5 Strategies for Team Brainstorming to Use in Your Next Meeting

5 Strategies for Team Brainstorming to Use in Your Next Meeting | leadership 3.0 | Scoop.it

Team brainstorming seems like a good idea--at least, on paper. What usually happens is this: the company is experiencing a tough problem that no single person seems able to solve, so someone decides that more minds means more processing power, and before you know it you're all gathered in the conference room.

 

One or two people churn out bad idea after bad idea, while everyone else stares at the wall or multitasks. There are no major breakthroughs and most of you are irritated at the waste of time.

 

Sound familiar? Why is this such a problem?


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How To Succeed With People According To The Most Connected Man In Business

How To Succeed With People According To The Most Connected Man In Business | leadership 3.0 | Scoop.it
Most people aren’t successful because they are lazy. Specifically, they want other people to help them, but they don’t really want to help other people. Joe Polish is the founder of GENIUS NETWORK…

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How To Achieve More Than You Think You Can – Personal Growth – Medium

How To Achieve More Than You Think You Can – Personal Growth – Medium | leadership 3.0 | Scoop.it
Lessons from a quiet mega star, Chinese philosophy and losing a spelling bee.

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Want to Know What Age You’ll Be Happiest? Check out This Chart

Want to Know What Age You’ll Be Happiest? Check out This Chart | leadership 3.0 | Scoop.it
That same pattern is seen in chimps and orangutans, primatologists say.

Via Bobby Dillard
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Which of these habits is keeping you from being a great communicator?

Which of these habits is keeping you from being a great communicator? | leadership 3.0 | Scoop.it
These habits can suck the life from your conversations, says sound consultant Julian Treasure. Read this and strengthen your gift of gab.

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The Simple Question That Will Always Motivate You

The Simple Question That Will Always Motivate You | leadership 3.0 | Scoop.it
Founder and CEO of Gravity Payments, Dan Price, tells you the secret to staying motivated in your career.

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Do you think like a hedgehog or a fox?

Do you think like a hedgehog or a fox? | leadership 3.0 | Scoop.it
There are basically two types of person: one that believes that there are two types of person, and another that doesn’t. Despite having reservations about over-simplistic categorization, there are some theories which carry both practical wisdom and managerial relevance. One of the inspiring ones is the distinction between hedgehogs and foxes made by British philosopher Isaiah Berlin. He distinguishes between people who strive for a coherent world view with logic and an organising principle (hedgehogs), and others who are comfortable with loose ends and with not relating things systematically to a bigger picture (foxes).

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Sandeep Gautam's curator insight, December 7, 10:07 PM
"But let us also be pragmatic. There is no need to change your 'foxiness' or 'hedgehoginess' or to apply new tools in order to profit from it already here and now. Opening yourself up for more hedgehog-like or fox-like characteristics is fruitful, but should not be at the expense of losing your authenticity. Be who you are."
Ian Berry's curator insight, December 8, 5:07 PM
I love the hybrid concept It's a consequence of living both/and and not either/or
David Stapleton's curator insight, December 10, 3:34 PM
Persoality is distinct between philosiphy and the coherent world view
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The Best Managers Do These 6 Key Things Differently

The Best Managers Do These 6 Key Things Differently | leadership 3.0 | Scoop.it

Effectively managing others is both a science and an art, just like programming or playing an instrument. Based on personality and past experiences, some people tend to naturally be stronger at leading and inspiring others. That being said, anybody can learn how to be an effective manager if given the right training.

 

What's nice about the world we live in today is that you don't have to reinvent the wheel to be a great leader. Countless studies have been poured into determining what makes for a good manager.

 

Whether you've always seen yourself as a natural leader or are scared in front of others, here are six science-backed tactics that are universally effective.


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The Learning Factor's curator insight, November 23, 5:29 PM

Giving people credit after a job well done isn't a sign of weakness.

birdsguarded's comment, November 24, 12:25 AM
good
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The Empathy Code : Satya Nadella - Reader's Digest

The Empathy Code : Satya Nadella - Reader's Digest | leadership 3.0 | Scoop.it

Today, empathy is shaping the culture within Microsoft and ushering in a revival of the global tech giant with a current market value of $593.15 billion. 

 

A World of Empathy
Even as a busy CEO, Nadella is always searching to understand people's thoughts, feelings and ideas. Being an empathetic father, he says, makes him a better leader. The medical technology around Zain's room was "a reminder that our work in Microsoft transcended business, that it made life itself possible for a fragile young boy", he says.

At a company hackathon, empathy, coupled with new ideas, helped create technology that assists people with ALS and cerebral palsy to have greater independence. At home Zain, the music fan, has a Windows app that allows him to control his music. With Nadella at Microsoft's helm, there's been a groundswell of innovations globally where computing can be used in improving lives. He believes empathy will become even more valuable in the world "where the torrent of technology will disrupt status quo like never before". His passion is to put empathy at the centre of everything he pursues -- products and new markets, to employees, customers and partners.....

"I discovered that recognition of these universal predicaments leads to universal empathy."...

Is it possible for individuals and organizations to learn empathy? 
I fundamentally believe so. Empathy for me is not abstract. It is a concrete and important need for us at a human level: one of the things that's helped me grow as a human being. Would I have had as much empathy for people with disabilities if it were not for what happened to me with my children? 


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Information Without Emotion is Rarely Retained

Information Without Emotion is Rarely Retained | leadership 3.0 | Scoop.it
This idea is framed differently in various places, but the most concise version comes from Tony Robbins. Robbins states: We’ve all been put to sleep by somebody who’s told us all these …

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The yin and yang of organizational health | McKinsey & Company

The yin and yang of organizational health | McKinsey & Company | leadership 3.0 | Scoop.it
Actions necessary to support longer-term corporate-performance objectives, on the one hand, and a rapid performance transformation, on the other, might seem at odds. But our research paints a different picture. When coupled with organizational health, long- and short-term performance can become interdependent and complementary—just as yin and yang in Chinese philosophy are inseparable, unable to exist without each other, despite their apparent opposition.

Simply put, healthy organizations are more likely to orient themselves toward the long term. And companies in the midst of a rapid performance transformation boost the odds of sustaining those efforts when they improve their health. The evidence for these propositions is substantial, and it underscores the fundamental link between organizational health and performance.

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David Hain's curator insight, November 29, 5:43 AM

There are short term needs, and there are corporate principles. Makes sense that the two need to dovetail!

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Delegate, Don’t Abdicate! The 5 Levels of Delegation

Delegate, Don’t Abdicate! The 5 Levels of Delegation | leadership 3.0 | Scoop.it

Rather than thinking of delegation as a binary issue--either you delegate or you don't--consider what it might look like on a sliding scale


 


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Mubashir Hussain's curator insight, November 9, 5:31 AM

Kool Design Maker is professional graphics and banner ad design company in the USA.

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Can CEOs be un-disruptable?

Can CEOs be un-disruptable? | leadership 3.0 | Scoop.it

Chief executives have traditionally sat at the intersection of the external environment and the internal organization, observing chaos and translating it into clear and actionable instructions. At this “nerve center” for essential information, our popular perception of the “un-disruptable” CEO is of a rigid, impenetrable figure, successfully staring down external adversity. Whether this image ever truly matched reality is debatable, but we know one thing for sure: it definitely no longer applies. To be un-disruptable today requires much more than steering companies through singular (if monumental) events—it demands leaders navigate constant turbulence, continuously adjusting their actions accordingly.


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David Hain's curator insight, November 10, 5:18 AM

Lots of consultant jargon here, but an insightful approach to skills increasingly needed by 21c CEOs.

Ron McIntyre's curator insight, November 11, 4:45 PM

Personally I believe you must be disruptive to be a great CEO!