article by John Michel, August 22, 2014.
Like this excerpt:
"The lesson Washington's profoundly positive example teaches is that leading people well isn't about driving them, directing them, or coercing them; it is about compelling them to join you in pushing into new territory. It is motivating them to share your enthusiasm for pursuing a shared ideal, objective, cause, or mission. In essence, it is to always conduct yourself in ways that communicates to others that you believe people are always more important than things."
good article on planning off-sites that work by Logan Chandler and Bob Frisch, June 2006, The Magazine.
Has a chart listing objectives, content, meeting design and structure, and participants 60 days out, 45 days out, 30 days out, 2 weeks out, and 1 week before the meeting.
professional networking, strategic and serendipitous. The strategic approach encourages you to analyze your network, find alignment for making connections, and have purpose-driven meetings. The serendipitous approach is a more casual encounter, walking or coffee meetings, or doing favors for contacts that don’t seem to have the capacity to help you now.
most managers are cooperative, friendly, and willing to share information — but what they lack is the ability and flexibility to align their goals and resources with others in real time. Sometimes this starts at the top of the organization when senior leaders don’t fully synchronize their strategies and performance measures with each other.
First, consider the goal you’re trying to achieve. Map out the end-to-end work that you think will be needed to get the outcome you want.
Second, convene a working session with all of the required collaborators from different areas of the company to review, revise, and make commitments to this collaboration contract.
An interesting diagnostic on practices of successful people--series of questions around 9 elements, like content and format--offered free by author Heidi Grant Halvorson of book Nine Things Successful People Do Differently, found 8.6.2012
Great article on really working smart from Harvard Business Review. Meredith Fineman states complaining being too busy seems to be the new power status: I'm busier than you so I'm more important. She goes on to give examples from her life and experiences of what working smarter, not harder, really means in this world of overwhelm
Great article on really working smart from Harvard Business Review. Meredith Fineman states complaining being too busy seems to be the new power status: I'm busier than you so I'm more important. She goes on to give examples from her life and experiences of what working smarter, not harder, really means in this world of overwhelm
From the Harvard Business Review, 2/1/13
We want people with entrepreneurial spirit on our team, and actively seek it out. These are the people that challenge the norm, have original opinions that move a discussion forward, and act with tenacity and determination.
"Women's entrepreneurship has hit a media tipping point. The question is: Is it just a passing media fad that will soon be a blip on the radar screen, or is it actually a real, fundamental economic force that's reshaping the world? I think it's safe to say that it's the latter. Women-owned entities in the formal sector represent approximately 37% of enterprises globally - a market worthy of attention by businesses and policy makers alike.
While aggregated data is often challenging to find, the recent Global Entrepreneurship Monitor (GEM) found 126 million women starting or running businesses, and 98 million operating established (over three and a half years) businesses. That's 224 million women impacting the global economy - and this survey counts only 67 of the 188 countries recognized by the World Bank."
Tarun Khanna examines how managers must develop contextual intelligence in order for organizations and business to succeed in multiple areas of the world. Understanding and valuing local cultures, customs and habits must be taken into consideration in adapting the usual "model" of business or service delivery. He uses some good examples as case studies from the business world, not for profit arenas.