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The
13 Paths of Conscious Enterprise
by Jamie S. Walters
The 13 Paths of Conscious Enterprise are inspired by,
among other things, Eckhardt's "four paths" and the Buddhist "eight-fold path",
which so beautifully articulate how life and work can unfold from a more conscious
source of Wisdom and inspiration.
Everything
I Know About Business I Learned in the Monastery
by Kenny Moore
When I lived in the monastery as a Catholic priest,
40% of my superiors thought they were Divinely inspired. Now that I'm working
in Corporate America, the number's up to 80%.
Corporate
Entrepreneurship and the Ethic of Continuous Value Creation
by Dean Robb,
Ph.D.
The spiritual core of renewable corporate entrepreneurship
is an ethic of "continuous value creation." It is an ethic of continuously
seeking creative new ways to add value to the world - i.e., to make
a genuine contribution.
Does
Your Leadership Have Style?
by Ken Buist
Knowing how to adapt your style will empower you to
develop powerful communication and relationship strategies which will equip
you for better leadership and so produce greater results.
The
Servant Leader and the Exercise of Forgiveness in the Context of the Organization
- Part I
by Dr. Jeffrey
D. Yergler
The emotional, relational and spiritual expectations
and deficits which people bring with them into the organization place incredible
and often unreasonable pressures on those who lead and manage. It is the servant
leader who is in a position to most effectively respond and intervene.
The
Servant Leader and the Exercise of Forgiveness in the Context of the Organization
- Part II
by Dr. Jeffrey
D. Yergler
In Part II of this series Dr. Yergler very skillfully
leads us on a very mindful and powerful personal journey of how we can create
worth and value first, and then create authentic organizational communities
where a legitimate and sustainable desire for performance thrives.
The
Servant Leader and the Exercise of Forgiveness in the Context of the Organization
- Part III
by Dr. Jeffrey
D. Yergler
Being a servant-leader who intentionally incorporates
the work of forgiveness into the total milieu of relationships and organizations,
represents a holistic or complete response to the overall responsibility of
leadership.
Why
Vision Isn't Enough
by Navin V. Nagiah
What is common amongst the greatest of companies? They
each had a clear and powerful vision that was supercharged by the presence
of a strong cause.
Putting
"Visions" in Your "Sights"
by Herb Rubenstein
and Bill Taylor
During the two day leadership workshop conducted with
Volunteers of America for a Greater New Orleans, we discovered a fundamental
flaw, or at least a severe limitation, in the literature on the topic of "organizational
vision."
The
Leader as a Purple Maker
by Chip R. Bell
"Feeling purple" is an individual choice. But, that
choice is more easily taken when, behind the front line associate, stands
a leader "telling neat stories, listening to all their questions, assertively
getting associates what they need … and, then giving them a big hug!"
The
Seven Habits of Servant Leaders
by Dr. Kimberly
S. Young
Through Servant Leadership, executives can build a strong
sense of cohesion among their workforce enabling employees to feel a shared
sense of purpose and loyalty for the organization.
Leadership
- The Power of You
by Gail Kasper
It is our responsibility as leaders to make certain
our teams are actively taking steps toward "their" personal and professional
goals.
Closing
the Gap Between Success and Significance
by Tom Northup
In a healthy organization people have a personal stake
in the vision of the business. At the same time the leader does not sacrifice
performance. Everyone understands the performance imperative and this mutual
understanding brings great results.
The
Performance Management Triangle
by Paul B. Thornton
Performance Management is the process managers use to
focus, align, and improve their employees' performance. It includes the following: Setting
Expectations; Monitoring/Measuring Performance and Taking Action.
Fostering
Innovation in Small and Mid-Size Companies
by Daniel D. Elash,
Ph.D.
Companies that don't embrace innovation to evolve their
business idea, periodically revalidate fundamental assumptions, or to outthink
their competition often work under a needless handicap. Those that do can
leverage their assets far beyond what their size would suggest.
Great
Expectations
by Sloan Campbell
I am not sure exactly where Great Expectations turn
into Mediocrity; however, it is my belief that the majority of this transformation
is directly attributable to the degree to which people are accountable for
their actions.
Knowing
Your Business
by Andrew Spanyi
Do you know your business as well as you should? Are
you sufficiently in touch with the day-to-day realities? If there's just a
trace of doubt in your mind then consider the following.
Leadership
Passages: The Personal and Professional Transitions that Make or Break a Leader
by David L. Dotlich,
James L. Noel and Norman Walker
High-performing leaders are aware of their strengths and their weaknesses; they talk and think about their limitations and
failures and learn from them. They see themselves as continuously learning,
adapting, and responding to both positive and negative circumstances.
Setting
Higher Standards for Business Leadership
by Judith McGee
Today, leading without accountability doesn't work.
Organizations thrive with a social culture that encourages performance and
accountability while caring for the success of the business and the individual.
Is
Your Vision White-Hot or Lukewarm?
by Ted Mersino
Telltale signs of vision deprivation and how to reignite the fires of passionate
work.
Leadership
Dim Sum
by
Rob Galford and Anne Seibold Drapeau
Dealing With a Bigmouth, Conflict in the Inner Circle, and When a Leader
Defects.
Why
Would You Want to be a Superb Organization?
by Marie Kane
Successfully addressing Strategy, Talent and Culture
in order to be Competitive, Profitable and Sustainable means understanding
the relationship among all these elements and addressing all the key aspects
of those connections.
Changing
the Game Board: Unorthodox Moves for Talented Women
by Linda Dunkel
It's one thing to aspire to please and play by the rules.
It's another thing altogether to aspire to shake things up and be an agent
of change. To
effect change on a wide scale, women must leverage their resolve, their internal
wisdom, their authentic voice.
Renewable
Corporate Entrepreneurship: The Path to Sustainable Growth
by Dean Robb,
Ph.D.
Disciplined, renewable entrepreneurship is the source
for continuous generation of “disruptive innovations” – products and services
that alter the rules of the competitive landscape – in your favor.
Superb
Organizations and the Power of Vision Manifested
by Marie Kane
Superb Organizations perform better in the present and
simultaneously build a solid foundation for their future. All of the elements
of “The Superb Organization” are interdependent, and must be successfully
addressed.
Internal
Perceptions
by Sloan Campbell
There is an important part of the equation missing -
the perception that employees have of their organizations, or internal perceptions.
The
Rise of the "Grace-full" Business
by Jamie S. Walters
For those who are planting the seeds and ushering in
a more sustainable, balanced, healthy way of doing business, grace can be
and is the very center of sustainable business that has both individual and
community benefit at heart.
How
CEOs Can Move Ahead in a Seesaw Economy
by Joe Carroll
How can your company move forward in an economy that's
hot one day and cold the next? Consider the following suggestions in navigating
your company through these uncertain times.
Leadership
- Seeing, Describing, and Pursuing What's Possible
by Paul B. Thornton
Historians spend their lives dissecting the past; leaders
focus their energies on the future. They see, describe, and pursue new possibilities
with great vigor. Leaders are confident there is always something higher to
achieve, a new level of excellence to attain.
Overcoming
a Bad Case of the "Yips"
by Mark Goulston
Instead of dealing with failure and frustration in self-defeating,
self-destructive ways, take a tip from golf to become not just a winner, but
a champion.
Where
Are The Great Visions?
by Steven C. Coats
Just about everyone who writes, researches or lectures
about leadership proclaims the importance of a compelling vision of the future.
Most executives tend to agree. So then, why is it so infrequently done - at
least very well?
How
Rank-Based Management Kills Effective Communication and What to Do about It
by Jeffrey
S. Nielsen
In our organizations, we are co-creators with one another
of our future. It should be a future we accomplish, not through coercion and
rank-based power, but through the subtle influence of persuasion and the power
of peer thinking.
Developing
Gifted Leaders
by Daniel D. Elash,
Ph.D.
As an enterprise, the abilities to accurately observe the marketplace, to
assess your own effectiveness, to think robustly and execute ideas effectively
are dependent on a solid core of leadership at every level of your organization.
Seven
Tips for Conscious-Enterprise Marketing
by Jamie S. Walters
Many entrepreneurs find themselves at odds with the
traditional business planning and marketing approaches. And yet all organizations
must market effectively to generate the revenues and awareness that serve
the organization's mission and purpose.
Managing
the Connected Organization
by Valdis E. Krebs
All individuals, communities, systems, and other business
assets are massively interconnected in an evolving economic ecosystem. In
such a connected system we can no longer focus on the performance of individual
actors -- we must manage connected assets.
Examples
of How Leaders of Leaders Differ from Leaders of Followers
by Herb Rubenstein
Being a leader is a good thing. Being a leader of leaders
is a much better thing. This article gives you a glimpse of a path you can
blaze to becoming a leader of leaders in your own lifetime, starting now and
never giving up.
The
Many Costs of Conflict
by Stewart Levine
What we think of as the usual way of resolving conflicts
does not foster resolution! Unfortunately the operative premise that someone
will win, and someone will lose produces all losers, no matter who thinks
they won.
Five
Tips for Being More Conscious at Work
by Jamie S. Walters
While most people are not fully asleep at work, neither are they fully awake
and putting forth the full potential of their skills and talents. To what
degree can each of us heighten our awareness of how our actions help to define
the culture and business results?
Spirituality
in the Workplace
by Martin Rutte
What is spirituality for you? Where is spirit or spirituality not showing
up in your workplace? Where is it flourishing? In this questioning, in this
exploration, notice the deepening of your own experience of spirituality at
work.
The
Power in a Gathering of Women
by Eileen McDargh
A landmark study turned five decades of stress research
on its head with the revelation that a cascade of brain chemicals gives women
a larger behavioral repertoire when confronted with stress.
Ten
Key Questions Regarding Leaderless Organizations
by Jeffrey
Nielsen
In The Myth of Leadership, I make the case for
the end of leadership as we know it and for the creation of peer-based, leaderless
organizations. Whenever I present the ideas in the book to groups of people,
similar questions come up. Here are the ten most common questions with my
responses.
Leadership
– Electrifying a Team
by Navin V. Nagiah
If you want to obtain 100% commitment --- a never ending
drive and passion for your mission ... you, as a leader should speak to the
soul!
Beyond
the Financials: What Leaders and Boards Should be Asking
by Julie Miller
and Brian Bedford
Most leaders
and board members are very willing to spend time on setting the strategy and
ensuring that the organization's capabilities are in line; however, working
on culture takes a much more personal investment.
What
Leaders Do: A Checklist
by
Herb Rubenstein
This list
describes what leaders do in an organizational context. We hope that you find
this checklist useful in rating leaders, in developing leaders and, most importantly,
in becoming a more successful leader yourself, starting today.
Culture-Driven
Diversity Requires a Passionate Commitment
by Brian E.
Powers
By recognizing the value a diverse workforce can generate, organizations have
opened up a vast array of knowledge they may not have leveraged previously.
These companies will have the best chance of survival and success in an increasingly
competitive global business climate.
Management
and Grace
by Dr. Jeffrey
D. Yergler
There is no management process that creates value in
the human soul and psyche as effectively as the experience of authentic grace
in the workplace. Grace has a sustaining power precisely because it speaks
to the intrinsic worth of the person.
The
CEO of the 21st Century
by Mark Goulston
What are the qualities and characteristics that help
create successful leaders? Consider this four-point plan.
Thinking
Outside the Gender Box
by Rebecca Shambaugh
The future will require leaders who can seamlessly engage all their strengths,
whether they were once considered masculine or feminine.
Who
Killed Your Business?
by Paul Sloane
Successful companies did not get where they are today
by modest incremental steps but by combining efficiency with bold ventures
into new arenas.
Leadership
Dim Sum
by Rob Galford
and Anne Seibold Drapeau
The Dim Sum series takes us to the issue of the clique,
the challenges of being the "outsider" who's hired into a top spot, inheriting
direct reports who may be less than supportive, and what happens when someone
in the inner circle fails in a big way.
Leadership
Mythology
by Gregory P.
Smith
A myth is something that is false, but believed to be
true. As in many things in life, there are several myths surrounding the concept
and practice of leadership. By listing these leadership myths, it is my hope
to dispel many of the false beliefs.
Values
as Foundation - The Role of Values in Leadership and Organizations
by Harvey Kaufman
Too many organizations have adopted core values as a
fad, rather than an integral ingredient in their success, both in their day-to-day
operations and longer term strategy.
The
Five People You Meet at Work
by Liz Weber
I just finished Mitch Albom's 'The Five People You
Meet in Heaven.' It's an interesting quick read. And it left me, as I'm
sure it does all readers, wondering who I'd meet if I were to have a similar
post-life experience.
Get
Smart or Die
by Daniel D. Elash,
Ph.D.
If you are to be a highly effective competitor you must
nurture your one true competitive advantage; how well your people think together.
You can't afford to marginalize a large percentage of your available brainpower.
Leading
Toward the Impossible: What People Believe Makes a Difference
by Steve Coats
More than ever, people are being asked to produce at
a level that has never been done before, at least by them. As a leader, what
do you do when attempting to lead a group toward something that seems unachievable?
Lessons
in Leadership: What Not to do ... from a Canoe!
by Eileen McDargh
When it comes to fishing, my husband takes the lead.
But his lack of leadership ability in a recent canoe trip on the Boundary
Waters in Northern Minnesota offered wonderful lessons on how leaders can
unknowingly screw up.
Business
as a Means of Promoting Democracy
by Jeffrey S.
Nielsen
I believe today business is where the most inspiring
ideas for improving human life will be both explored and realized. I also
believe that the best hope of building stronger democratic governments may
be found in a new paradigm in organizational thinking that we could call,
"peer thinking."
Thriving!
A Strategy Beyond Survival - Learning to Grow Leaders, Again!
by Dan S. Woodward
Throughout the last three years, executives in many
industries have been laser focused on contraction to survive. If 2004 is to
become a year of recovery, senior leaders must lead by example and exercise
muscles which may have atrophied.
Are
You Thinking With Half a Brain?
by Pamela Ruebusch
Companies can often be too gripped by fear or too busy
shifting with marketplace conditions to see the bigger picture. That's when
decision making at the top can get clouded and driven strictly on the bottom
line numbers and results.
Business
Process Thinking and Flawless Execution
by Andrew R. Spanyi
What's needed to enable 'flawless execution' is a practical
approach to the alignment of strategy with key organizational capabilities.
That is where business process thinking can make a critical difference.
Wanted:
A Dictionary-Perfect Leader
by Eileen McDargh
Explore with me how some of the multitude of definitions
for the word "leader" actually serve as a performance standard for leadership.
Don't
Oil the Squeaky Wheel
by Wolf Rinke
Corporate greed, toxic workplaces, employee distrust
- these issues will continue to plague the workplace unless managers challenge
the norm and change the ineffective practices they are comfortable with.
Beyond
Manipulating and Motivating to Leading and Inspiring
by Jim Clemmer
Managers motivate. Leaders inspire. Managers try to
understand how to motivate people. Leaders try to understand why people aren't
feeling motivated. Managers try to add more drivers to increase mobilization
and energy. Leaders try to identify, prioritize, and remove the biggest resistors.
Leadership
Dim Sum - Meddling With Mediocrity and a Grudge From the Past
by Rob Galford
and Anne Seibold Drapeau
What do you do about someone who's just simply not right
for the job? What can you do about mediocrity at the top? Should you share
your concerns? And how does one forge a working relationship without trust?
CEO
Skills
by
Joni Daniels
The real problem with the latest how-to do-it-right
books, is that they are not you, and they do not run your company. The set
of critical CEO skills depends on the stage of development, the culture, the
goals and objectives, and the industry itself.
Being
a Leader
by
David F. Wilson
Each of the letters that comprise the word "leader"
represents an important quality shared by those who significantly influence
the attitude and behavior of others. They do reflect the principal characteristics
of those who exercise legitimate influence over individuals.
Trust
or Bust
by Ronnie Stronge
Extreme pressures have resulted in loyalties being severely
tested. Corporate scandals across the world have destroyed confidence and
amply illustrated that survival is not compulsory. The need to be trusted
has never been more vital.
Creating
an Individual Platform
by
Herb Rubenstein
It has become clear that leaders of leaders must, for
themselves, as individuals, create a platform upon which they build their
own identity, their own operating principles and their own set of beliefs
and rules to guide their lives.
The
Platform Driven Organization
by
Herb Rubenstein
"Leaders of leaders" have a different role. They develop
a platform upon which the organization and the organization's "leaders"
set the tone, ethic and direction of an organization.
Why
Six Sigma Is Not Enough
by Stephanie Cirihal
Imagine
the power unleashed of both the left and the right brain, of resolving the
task and the relationship level of the problem, and finally capturing the
value of the hard and soft issues.
The
Answers are on the Office Wall
by
Paul B. Thornton
The sayings and quotes business leaders post on their
desk or office wall often represent a guiding principle they have followed
to achieve success. Here are some of my favorites.
Storytelling
- The Great Motivator of People
by
Eileen McDargh
What truly moves us as human beings, what prompts us
into action, is emotion. Imagination is the conduit of emotion and well-crafted
storytelling carries the imagination.
How
to Keep From Getting Blindsided by Your Organization’s Reality
by Pamela S. Harper
It happens every day in companies around the world. Executives introduce a
new strategy or initiative that should work within a specified timeframe,
only to watch their good plan turn bad amid a mix of unexpected challenges.
When such a situation occurs, many leaders instinctively blame outside factors
for the stalled strategy. What they fail to realize, however, is that in many
instances overlooking or underestimating their own organization’s reality
is what blindsides them and causes their plans to screech to a halt.
The
Difference Between Leaders and "Leaders of Leaders"
by Herb Rubenstein
The skills, competencies, aptitudes, values, decision making approaches, strengths,
daily roles and job descriptions are radically different for the two separate
categories of "leaders" and "leaders of leaders."
Creating
Agreements for Results: The 10 Essential Elements
by Stewart Levine
Every
aspect of running an organization can be seen through the "lens of agreement." We
collaborate by forming agreements. The agreements are either expressed (spoken
or written) or implied (assumed.) The highest levels of productivity take
place when the collaboration is so elegantly expressed that it expresses a
meeting of both mind and heart.
The
Heart of Leadership - Reflections on the Rituals of Wise Leaders
by Robin S. Sharma
Leadership is not about the prestige of your title but the quality of your
character. Real leadership is not about position, it's about action. And great
leaders spend their days helping those around them manifest their highest
human potential while they work towards a vision that adds value to the world
at large.
Managing
by Agreement - The New "MBA"
by Stewart Levine
The failure to proactively develop competence in dealing with conflict is
a form of mismanagement! Conversely, knowing how to develop effective working
agreements is a fundamental competence for managing anything.
The
Managing Stress Triangle
by Paul B. Thornton
"I'm stressed out. I'm so overwhelmed." The
job of a manager/leader is very demanding and stressful. Managers need a clear
understanding of what creates stress and how to deal with it effectively.
Tapping
into Your Own True, High-Integrity Power
by Jamie S.
Walters
Who are you, really, and what is your true power? The answer is waiting for
you to see it, and to listen to its guidance.
The
Ten "Little Ways" of Great Leadership
by Jamie S.
Walters
True leaders, whether in the Oval Office or ground-floor reception desk, have
cultivated and demonstrated adeptness in the "little ways" of leadership that
long outlast the flashier, often ego-serving celebrity urges. Just as most
discerning people know when they’re being sold a bill of goods, most also
know when they’re in the presence of a real leader, real excellence, real
mastery.
Set
Your Organization Free
by Stephanie Cirihal
Truth is not a novel concept. It is, unfortunately, a lost concept in many
teams and organizations in corporate America. Why don't we share the truth
in our organizations, and what are the consequences in not doing so?
Thoughts
on Management
by Skip Corsini
Experience shows that most companies are better at the "what" than they are
the "how." The "how" part is a challenge to describe and to sustain over time.
It is more of an artistic exercise than one based in science and hard facts.
Realizing
Untapped Potential
by Daniel D. Elash,
PhD.
How much of your company's potential lies untapped? Although you've paid for
it, are you allowing it to sit and rot? Rot may seem a harsh word, but it's
accurate. Over time, untapped potential turns into complacency. By taking
these steps, you will build the readiness for realizing the unused potential
of your company and turn outstanding performance into the new minimum standard
for your company.
The
Organizational Trust Equation
by Robert Galford
and Anne Seibold Drapeau
The five A's vs one R and a conversation with the authors of The Trusted Leader.
Are
You Living Your Myth, or Your Reality?
by Jeff Burrows
Does your work serve your life? It's a question that
business leaders should be exploring every day --- not only for themselves,
but for the employees of their organization. It's a question that forces business
leaders to respect that employees have visions for their lives too.
Thought
Partnerships: The Muscles For High Performance Thinking
by
Daniel D. Elash, Ph.D.
Dan Elash has written a trio of articles on how companies
can do better thinking and through it, gain a competitive edge. This third
article explores techniques for creating and sustaining high performance thinking
within your company.
The
Art of Hosting
by
Alexander Kjerulf
Many things happen when people gather for a purpose,
and every gathering requires a host. The key is to become conscious of when
hosting is required, and to develop the requisite skills.
Lateral
Leadership: Ignite your Team's Potential
by
Paul Sloane
Leaders must spend time looking for entirely new ways
to do things. They should be starting bold, new initiatives. Above all, they
must inspire and empower their people to take a creative approach to new opportunities.
Owners,
Manage Thyself
by
Andrew J. Birol
As the leader, owner and in most cases the actual service
or product your firm sells, you are your business. So, what can you do to
manage yourself to greater success?
Magnetic
Service Requires Leaders With Character
by
Chip R. Bell and Bilijack R. Bell
Customers today are bored with plain vanilla, meets-expectations
service. They are loyal to service providers that provide remarkable service.
Such sparkly service requires leaders with courage enough to take the road
less traveled.
The
Spirit of the Entrepreneurial Adventure: Four Simple Lessons
by
Jeff Burrows
This article shares a practical guide to understand
the breadth and range of the entrepreneurial adventure and offers four simple
lessons of wisdom. The Four Lessons are a discipline for personal growth and
learning.
Building
Savvy Companies: 7 Steps Leaders Can Take To Liberate Thinking
by
Daniel D. Elash, Ph.D.
Dan Elash has written a trio of articles looking at
how companies can do better thinking and through it, gain a competitive edge.
This second article explores seven steps a leader can take to generate rigorous
thinking within the company.
Leadership
Dim Sum, Part II: Surviving the Porcupine
by
Rob Galford and Anne Seibold Drapeau
You have a new colleague – a fellow division head. A
trusted colleague comes by and says “My condolences. I’d count the silverware
after he leaves your office. Especially the knives."
Thought
Killers: How Leaders Lower Their Followers' IQs and What to Do About It
by Daniel D. Elash,
Ph.D.
Have
you ever looked at a company and wondered how so many seemingly bright people
could make such bad decisions? The mystery usually can be understood through
a close examination of the personal style of the leader.
How
Intimate is Your Inner Circle?
by Rob Galford
and Anne Seibold Drapeau
This article is the first installment in the Leadership Dim Sum series.
In this series, we will describe a variety of scenarios involving the people
at the top - the inner circle. We'll talk about some of the characters you'll
find there and the messes they get into.
Sweating
the Soft Stuff
by Stephanie Cirihal
The easy thing to do is to ignore that which is difficult to understand. I,
however, am challenging leaders to look beyond the discomfort and ambiguity
of the difficult to understand to the fulfilling and sustainable of the potential
organizations they have.
Copy
Cat or Born Leader
by John G. Agno
Which
is the better method to develop leadership skills --- improve your innate
signature talents or copy what others have developed and used successfully?
The
Risk of Taking a Stand
by Steve Coats
Don't expect to win popularity contests in settings where the stakes are high,
the circumstances are controversial, and the measures of success are months
or years away. As a leader, you had better have your values and beliefs firmly
in place, because you will need them in order to endure the certain hardships
of standing by your convictions.
Re-engaging
the Trust of Your Customers, Employees and Stockholders
by Julie Miller
and Brian Bedford
Renewed trust and confidence from stockholders, customers and employees; what
a huge competitive advantage in today's environment.
The
Trusted Leader: Bringing Out the Best in Your People and Your Company
by Robert Galford
and Anne Seibold Drapeau
As
most managers intuitively understand, trust in organizations is critical.
Companies that have it in their organizations flourish. Those that don't fall
rapidly into disarray. The authors of The Trusted Leader share their
principles of Trusted Leadership and how to rebuild trust that has been lost.
Related
Topics: Creative Leadership I | The Leadership Imperative
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