Marketing leaders are changing the game in a variety of ways. This infographic looks at what leaders do better than the others, and how they are shifting the very definition of marketing.

TED Talks are another source of quality, reputable instruction, and inspiration, on everything from entertainment to design to science — and leadership.
These videos, ranging from just three to a little over 20 minutes in length, offer incredible leadership insight. Check them out:

Accountability has its place. There is no doubt about that. But we would do well to recognise that it means precious little if we decline to use it as a tool for improvement and instead employ it only as a weapon for heaping fresh misery on those who “called it wrong”.

The 2017 Edelman TRUST BAROMETER reveals that trust is in crisis around the world. The general population’s trust in the institutions of business, government, NGOs, and media declined broadly, a phenomenon not recorded since Edelman began tracking trust in 2001. 

Long queues at the supermarket could soon become a distant memory after Amazon unveiled a grocery store without tills or barcode scanners.

Burnout can be caused by one big factor or a combination of small annoyances that build up over time. It can leave you physically and mentally unable to focus on day-to-day tasks, and you certainly will struggle to focus on long-term goals.

Related: How Successful People Beat Stress 

But you can take back control of your day, by taking on new challenges and finding healthy coping mechanisms for normal daily stressors. We asked members of the Young Entrepreneur Council for tips on how they avoid burnout.

Uber has disrupted the taxi industry, Airbnb the hotel industry and Facebook has disrupted the media industry. These are significant shifts which are transforming business and society, with the respective organizations becoming ultra-successful by responding to the changing needs, preferences and values of consumers. So, what about the executive education industry, is that being disrupted?

Executive education is a massive industry, in the US alone companies spend $14 billion (€12.5 billion) annually on leadership development, the primary providers being business schools. But whether the providers of leadership development programs are meeting the satisfaction and needs of their target audience remains to be an open question.

Research shows that managers see far more leadership potential in their employees when their companies adopt a growth mindset — the belief that talent should be developed in everyone, not viewed as a fixed, innate gift that some have and others don’t. But what are those organizations doing to nurture their talent?

To explore this question, let’s look at Microsoft, which is deliberately creating a growth-mindset culture and, in that context, rethinking its approach to development. As a result, previously unidentified — yet skilled — leaders are rising to levels they might not have in a traditional development model.

The CEO is generally the bellwether of a company’s culture, and under Satya Nadella’s leadership, Microsoft is emphasizing learning and creativity. Nadella believes this is how leaders are made, and that idea is reflected in several programs, which we’ll describe here.

Engagement is defined as an employee's positive or negative emotional attachment to a job, to colleagues and to an organization. Being fully engaged at work profoundly influences an employee's willingness to learn and perform - and has real impact on a company's bottom line. According to Gallup’s State of the American Workforce “Engaged employees make it a point to show up to work and do more work” (http://news.gallup.com/reports/199961/7.aspx, 2016) and the report shows that highly engaged business units benefit from: 

With data like this, it is no surprise that companies are interested in finding ways to increase employee engagement, and Corporate International Service Learning (CISL) programmes provide a powerful way of doing this, as research from our 2017 CISL Impact Benchmark Study shows.

Where does the algorithm see you in 10 years? This was the intriguing title in a recent Fortune Magazine article by Jennifer Alseven. In it she gave an example of how Artificial Intelligence (AI) software helped an overwhelmed CEO of a rapidly growing company with sifting through towering stacks of résumés.

The software helped speed up the vetting process by providing online simulations of what applicants might do on their first day as an employee.

Companies are using AI to assess human qualities, drawing on research to analyse everything from word choice and micro gestures to psycho-emotional traits and the tone of social media posts.

So what does this mean for the coaching profession?

In this edition we try to answer that question by taking an in-depth look at AI and the possible effects it can have on coaching.

How can we prepare ourselves and turn this challenge into an opportunity?

Business schools have become enormously successful, in some respects deservedly so. They do a great deal of significant research (Harvard now especially so). In universities, they are centers of interdisciplinary work, bringing together psychologists, sociologists, economists, historians, mathematicians, and others. And their MBA programs do well in training for the business functions, such as finance and marketing, if not for management. So why do they persist in promoting this education for management, which, according to mounting evidence, produces so much mismanagement?

The answer is unfortunately obvious: with so many of their graduates getting to the “top”, why change? But there is another answer that is also becoming obvious: because at this top, too many of their graduates are corrupting the economy.7

During the 1970s, Chris Argyris, a business theorist at Harvard Business School (and now, at 89, a professor emeritus) began to research what happens to organizations and people, like Mr. Chang, when they find obstacles in their paths.

Professor Argyris called the most common response single loop learning — an insular mental process in which we consider possible external or technical reasons for obstacles.

Less common but vastly more effective is the cognitive approach that Professor Argyris called double-loop learning. In this mode we  question every aspect of our approach, including our methodology, biases and deeply held assumptions. This more psychologically nuanced self-examination requires that we honestly challenge our beliefs and summon the courage to act on that information, which may lead to fresh ways of thinking about our lives and our goals.

In interviews we did with high achievers for a book, we expected to hear that talent, persistence, dedication and luck played crucial roles in their success. Surprisingly, however, self-awareness played an equally strong role.

The successful people we spoke with — in business, entertainment, sports and the arts — all had similar responses when faced with obstacles: they subjected themselves to fairly merciless self-examination that prompted reinvention of their goals and the methods by which they endeavored to achieve them.

What does digital leadership look like?

I like to think of myself as a rational person, but I’m not one. The good news is it’s not just me — or you. We are all irrational.
For a long time, researchers and economists believed that humans made logical, well-considered decisions. In recent decades, however, researchers have uncovered a wide range of mental errors that derail our thinking. Sometimes we make logical decisions, but there are many times when we make emotional, irrational, and confusing choices.
Psychologists and behavioral researchers love to geek out about these different mental mistakes. There are dozens of them and they all have fancy names like “mere exposure effect” or “narrative fallacy.” But I don’t want to get bogged down in the scientific jargon today. Instead, let’s talk about the mental errors that show up most frequently in our lives and break them down in easy-to-understand language.
Here are five common mental errors that sway you from making good decisions.

Innovative companies enjoy a positive feedback loop: they have a clear purpose which attracts creative employees, and their unique culture nurtures passion in their teams, which drives them to be more inventive.

As work itself is changing, some of the basic tenets of leadership development are being challenged. The very idea of leading people in jobs is changing with the democratization of work and the continued advance of digital technology. These twin forces are moving work beyond the traditional structure of activities that are organized into stable jobs within a siloed organization. Work is being disaggregated into tasks that can be dispersed inside and outside of the organization — the “uberization” of work.

And as AI and robotics increasingly supplement and replace the work of humans, the expectations of leaders — truly understanding the work, how it can be executed now and in the future, and the cost, capability and risk implications of current and future work options — are increasing exponentially.

To meet these challenges, we see three priorities for developing the next generation of leaders in the “work-disrupted” age:

·         Mastery of Digital

·         Beyond-the-Classroom Experiences

·         Expert Coaching

Are you preparing to embark on an executive coaching programme?

If so, then this has been written with you in mind, to get the very best from the coaching relationship.

There is little written to which people can turn that is specifically for them to make sense of, understand and be a collaborative partner in the coaching arrangement.

Hence I’ve written this short guide for anyone, of any profession, planning to engage with coaching where the focus is on senior leadership development.

Since the 2011 earthquake and tsunami in Japan, Daiichi is still dealing with radioactive waste left behind. Less well known is the crisis at Fukushima Daini, a nearby sister plant, which also suffered severe damage, but averted meltdown. 

Faced with a crisis in a volatile environment, where none of the usual rules applied, the site superintendent, Naohiro Masuda, and the rest of Daini’s 400 employees charted their way through the chaos as models of adaptive leadership: standing in the truth and uncertainty of the situation, creating a sense of safety so as not to rush into reaction, together continuously gathering/sharing information to make sense of the situation, making and revising plans openly and adapting as the information changed.

While an extreme example of leadership in a crisis situation, the Fukushima story illustrates that leadership matters and can be a great advantage for an organisation.

The Mind of the Constant Learner

There are three distinct mindsets that allow new employees and leaders to become constant learners: the Gamer Mindset, the Beginner Mindset, and the Growth Mindset. Knowing all three can provide a framework that throws your personal switch to “LEARN” when you need to rapidly adapt and get to work.