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If an idea is the seed of strategy, experience is the seed of an idea.

This is an argument for varied experience--a predictor of creativity--but it is also an argument for mindfulness.

Many people look, he said, but few people see--and that mindful seeing is the foundation of direct experience, itself the foundation of direct knowledge.

January 8th, 2014 | 6:00 am 14 Tips For Developing “Leadership Presence” filed under Expert Answers By John Keyser Quite frequently in my leadership consulting and coaching practice, I am asked about “leadership presence”, specifically how to increase our “executive presence” or “board room presence”. Coincidently, many of the men and women who bring this up are people whom I believe already do, in fact, have significant leadership presence. This may not be surprising as we all have some degree of insecurity, that inner voice in our mind that often whispers negative

”, specifically how to increase our “executive presence” or “board room pre

Here are some ways that we can build strong connections with the parents in our school communities:

1.  Use what the kids use

If we can connect using mediums (blogs, YouTube, Twitter, etc.) that our students use, not only are we building an understanding and instructional leadership within our schools, but we are familiarizing our parents with many of the tools that their children will be using. 

Your to-do list is filled with low-impact tactical items – I’m not one to make a big difference between leadership and management, but one of the clear differentiators in my mind is that leaders initiate change and managers react to it. If you find your to-do list is filled with low-impact, tactical items that contribute more to the daily operations of the business, then you may be running on autopilot. Your to-do list should be focused on big picture, strategic items that could make significant improvements in your operations.

The autopilot leader easily becomes oblivious to changes occurring around him until the nature of the situation reaches a crises point, forcing the leader to snap back to reality. This happens because the leader was content to react to change rather than initiate it.

You find yourself in reactive mode all the time