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blog post by Jennifer Gilhool, 6.4.2013 "You are connected to work 24/7. You don't need your lap top to be connected. You are connected via BlackBerry, iPhone and iPad to name just a few. These devices no longer provide flexibility. Instead, they tether you to the office. They enable you to work all the time and anywhere. And, now, many companies believe that is the definition of flexibility: "'What flexibility means today is not part time,' the head of work-life at one large organization told me recently. 'What people want is the ability to work anytime, anywhere.' That's true if your target labor pool is twenty-somethings and men married to homemakers. The head of HR at another large organization asked, when I described the hours problem, 'What do you mean, how can we get women to work more hours?'" - Why Men Work So Many Hours, Joan C. Williams, May 29, 2013 Harvard Business Review Why Your Manager Doesn't Want You To Innovate Ron Ashkenas Ron Ashkenas Contributor LinkedIn: Busting 8 Damaging Myths About What It Can Do For Your Career 85 Broads 85 Broads Contributor Someone has taken the "human" out of "Human Resources" departments across America. And, this behavior is not limited to operations in America. I work for a multi-national corporation that cannot seem to wean itself from the 24 hour work day. Colleagues in China often begin their day with a 6:00 a.m. meeting and end it with a meeting that begins at 10:00 p.m. or, worse, 11:00 p.m. To combat this problem, the company leadership agreed to a global meeting policy. The policy provides that global meetings should occur only between the hours of 6:00 a.m. and 9:00 p.m. and that no meetings should occur on Friday nights in Asia Pacific. Further, the policy provides a 10 hour fatigue rule. In other words, there should be 10 hours between your last meeting of the day and your first meeting on the next day. First, if you need a global meeting policy, you are in

Interesting org that strives to foster a deeper understanding of gender and its intersections with race, culture, class, sexuality and other aspects of social identity. This program provides opportunities for women to explore career and life choices in multiple disciplines that enable them to excel and realize their full potential. Connects students with each other and to a strong supportive network of critical thinking, intellectual curiosity, problem-solving and leadership skills.

Although mostly for high school and college students, WILL has an international program and offers some wonderful learning opportunities.

Center for Association Leadership, FAQ page ASAE members primarily represent trade associations, and individual membership organizations or professional societies, organized under Section 501(c)(6) of the tax code; and philanthropic organizations, organized under Section 501(c)(3). In 2009, there were 90,908 trade and professional associations, and 1,238,201 philanthropic or charitable organizations. Associations are organized for all types of purposes, but there are some recurring benefits they typically provide their members, including: Education / professional development Information, research, statistics Standards, codes of ethics, certification Forum (face to face or virtual) to discuss common problems and solutions Service / mission oriented - volunteerism and community service Provide a community, network, "home", identity, participation What is the role or connection between ASAE, and the association community at large? A: ASAE is often thought of as the gateway to associations, because it is the largest organization of its kind working to advance and promote the association profession. ASAE represents more than 21,000 association executives and industry partners representing 10,000 organizations. Our members manage leading trade associations, individual membership societies and voluntary organizations across the United States and in nearly 50 countries around the world. The promise ASAE makes to members is to provide exceptional experiences, a vibrant community, and essential tools that make them and their organization more successful.

Seth Kahan on CEO peer groups--way to control risk-taking with small group of co-learners 3. CEO Peer Groups form in DC & Chicago - Chicago has One Opening I have been leading CEO Peer Groups since 2009. They are an opportunity to take a year long journey together with 3-4 other CEOs under my facilitation. These special groups are made up of 4-5 leaders who work together to develop leadership performance, improve their results, and dive deep into both strategy and tactics. It is a safe place to expose vulnerabilities and get powerful assistance for the most challenging situations. Ultimately it is about raising the bar on your leadership performance through a community of peers."

White paper by Shawn Callahan, Mark Schenk, and Nancy White, April 21, 2008 on Building a collaborative workplace "THE ROLE OF LEADERSHIP LEADERSHIP is a keystone for establishing supportive collaboration cultures, especially in teams and communities. This is based on how leaders mainly embed their beliefs, values and assumptions in the fabric of their organisation. There are six main behaviours that leaders display that mould the organisation's culture.[3] What leaders pay attention to, measure, and control on a regular basis-are they paying attention to collaborative strategies and behaviours from team, community and network perspectives? How leaders react to critical incidents and organisational crises-are they sacrificing long-term goals for short-term fixes which sabotage collaboration? Does fear of connecting to the larger network keep them from tapping into it? How leaders allocate resources-are they investing in the collaboration capability? Is it attentive to all three types of collaboration? How leaders express their identity through deliberate role modelling, teaching, and coaching-as our leaders collaborate, so do we! How leaders allocate rewards and status-are your leaders rewarding individual or collaborative behaviours? Or both? How leaders recruit, select, promote, and excommunicate-are collaborative talents sought and nurtured?"

article by Martin Dewhurst and Paul Willmott, September 2014 on new leadership skills required in age of new information technologies Machines force executives and senior leaders to: 1. open up their companies through crowdsourcing and social platforms within and across organizational boundaries 2. create data sets worthy of the most intelligent machines 3. "let go" in ways that run counter to a century of OD 4. executives...able to make the biggest difference through the human touch. ...questions they frame, their vigor in attaching exceptional circumstances highlighted by increasingly intelligent algorithms ... tolerating ambiguity and focusing on the "softer" side of management to engage the organization and build its capacity for self-renewal. 5. turbocharged data-analytics strategy, a new top-team mind-set, fresh talent approaches, and a concerted effort to break down information silos...transcend number crunching..."weak signals" from social media and other sources also contain powerful insights and should be part of the data-creation process. 6. ...early movers will probably gain insights of unstructured data, such as email discussions between representatives or discussion threads in social media. 7. ...dashboards don't create themselves. Senior executives must find and set the software parameters needed to determine, for instance, which data gets prioritized and which gets flagged for escalation. 8. ...odds of sinking under the weight of even quite valuable insights grow as well. Answer: democratizing it: encouraging and expecting the organization to manage itself without bringing decisions upward. ...business units and functions will be able to make more and better decisions on their own. 9. 8 will happen even as the CEO begins to morph into a "chief experimentation officer," who draws from acute observance of early signals to bolster a company's ability to experiment at scale. 10. need to "let go" will be more significant and the discomfort of s

May 23, 2012 by Leadership Freak Dan Rockwell "8 ways to run great meetings: Short agendas are better than long. Allow ample time to discuss substantive issues. Rush through trivial items at the end. Press for decisions. Create immediate, short-term action items. Set short-term incremental deadlines. If it's due in six months it won't be started for five unless you set clear, impending milestones. Identify champions - people who own action items. Follow-up with participants in between meetings. Ask, "How's your project coming?""

This article on Resource Link, September 21, 2011, captures the learning environments we wish to bring to businesses, nonprofits, and membership associations. "Social Media - what do you need to know? In the 21st century, learning networks are richer than ever before. Social media, including tools such as Facebook, Twitter and LinkedIn allow connections with professionals to be developed in offline and online worlds in new and exciting ways. No longer are we limited geographically. Social media allows us to connect not only to those we know, but also to those who we don't know, but who share our passions, our interests and our profession. Despite never having met in the physical sense, it is now possible to share links, comment on educational research, debate, collaborate and create new knowledge with individuals no matter where they are working." Another excerpt: So….Social Media and Professional Learning Communities? What is the connection? A school which is a professional learning community focuses upon removing the walls between classrooms (metaphorically, in all cases, physically in some!), encouraging collaboration, dialogue, ready access to colleagues and an openness to challenge understandings and current 'accepted' knowledge. Excerpt: Roberts and Pruitt, in their book Schools as Professional Learning Communities (p3, 2009) quote research that suggests that the major obstacle for schools who wish to develop as learning communities is the provision of resources such as time to collaborate, leadership support, information and ready access to colleagues. Social Media is not the total answer; but in schools where money and time are in short demand (and which school isn't in this situation?), they can go part of the way in meeting these needs. 1. social media providing to time to collaborate 2. social media providing leadership support 3. social media providing information 4. social media providing access to colleagues

From Virpi--great visual and explanation of low-ego leadership that social networks can be started with.

This 'manifesto' was offered in response by Paolo Bruttini to Jarche's adherence to networks for organizations operating today with different type of leadership. October 2014 Jarche concluded in his post: Networked leaders foster deeper connections, developed through ongoing and meaningful conversations. They understand the importance of tacit knowledge in solving complex problems. Networked leaders know they are just nodes in the knowledge network and not a special position in a hierarchy. What does a post-hierarchical organization look like? It will be one that provides a sense of belonging like a tribe, but with more diversity and room for personal growth. It will have the institutional structure to manage the basic systems so people can focus on customers and community, not merely running the organization. It will have market type competition, but without a winner-take-all approach. Finally, it will promote cooperative actions that add to the long-term value of the ecosystem and community, not just short-term collaboration to get the next project done or achieve some arbitrary quarterly results. Making the networked organization more resilient will help everyone in it, not just a few central nodes. The networked organization takes the long view.

Blog by Susan Freeman, StepUpLeader, June 2014 Talks about leaders and learning and honesty. "Upon deeper reflection, there is something they absolutely must possess in order for us to work well together; That is being a LEARNER. By this I mean the willingness to admit that they don't know what they don't know. They will approach the learning process with an attitude of curiosity, appreciating each new discovery with gusto. They don't resist it; they EMBRACE it. I call it leadership resilience. leadership resilience is crucial for leaders. When a leader can't be honest about what he doesn't know, it shuts down the ability for others to learn and innovate within the organization. In order to move from where we are now to a future desired result, we must let go of our need to know. When a leader can embrace curiosity, wonder and being comfortable with uncertainty, it makes it acceptable for others to do so."

interesting list of words on leadership by Dan Rockwell, 8.7.2014

An amazing project that utilizes gaming, social media, digital badging, and virtual worlds as methods to promote digital literacy to youth in high risk areas. These after-school programs are designed to "Global Kids believes that youth be not merely critical consumers but active producers of digital media". Kids produce games on social issues impacting them (such as neighborhood violence or racial intolerance) that are designed to teach others about not just about the issue but how it feels to be impacted by the issue.

The Global Kids definition of leadership is very in tune with what we have been trying to convey, I think. Here is there goal statement: "The Global Kids Online leadership Program (OLP) integrates international and public policy issues into digital media programs to encourage digital literacy and technical competency, foster global awareness, promote civic participation and develop 21st Century skills. OLP was created in 2000 to bring new media into Global Kids' after school programs, introduce these programs into online communities, and explore how the combination of the two could develop 21st Century Learning Skills. Through programs utilizing video games, virtual worlds, social media, and other forms of participatory media, youth involved in our programs now have the opportunity to have their voices heard and make a global impact in ways that were previously unimaginable."

new studies showing companies that have at least 30% millennials in leadership positions have greater profits, and companies that have more women in leadership also have greater profits. Also there are listed more interesting articles on the page for me to read such as: 4 ways to retrain your brain to handle information;Should you outsource your social media?; Can technology really change your habits?

Allyson Kapin writes about nonprofits taking advantage of online social media, December 31, 2015.  Includes new ones such as Medium, Periscope. 

Facebook exec on women and leadership, and having it all. Her philosophy is: "believe in yourself, give it your all, and don't doubt your ability to combine work and family and thus edge yourself out of plum assignments before you even have a baby." I will purchase the book and read it!

new book by one of the execs of Facebook (after leaving Google)

This article includes some thought-provoking ideas about women taking on leadership roles.

Coaching, training, affective leadership are all part of Carrie Stack, M.Ed.'s site. We should look at this as a connection, for our directory, and as a competitor for WLS.

Similar services to WLS without the online emphasis. Check out Carrie Stack and the Say Yes Institute web site.

interview with Angela Duckworth on leadership qualities that make up grit--passion and perseverance, 29 minutes long

youtube video on leadership in Academia and Industry identified by AAUW of Michigan https://youtu.be/j5JB94eiyxU