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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

Fascinating article on Baylor research on how internal social networking sites supported and managed within the workplace helps newcomers (younger people usually) to connect and learn from each other, interact directly with more senior people, and inadvertently cause problems for middle managers who did not want to mentor new hires and who did not necessarily have the social/technology proficiencies to participate in the SNS, Science Daily, 1/29/2013. Their conclusions showed that a "company can improve morale and reduce turnover." Researchers are Hope Koch, Baylor, Dorothy Leidner, Ph.D., Ferguson Professor of Information Systems at Baylor; and Ester Gonzalez from Washington State University. Excerpt: he study centered on a financial institution's efforts to reduce IT employee turnover by starting a social and work-related online networking site. Under the supervision of executives, the IT new hires developed and managed the site's content. Since most new hires had moved hundreds of miles to start their new jobs with the institution, they initially used the social pages as an introduction to the community. After a year or so with the organization, the more senior new hires began using the system to acclimate and mentor incoming new hires. All study respondents worked in the institution's IT department and included new hires, middle managers and executives. With less than three years of experience, most new hires and interns were men between 21 and 27 years old. The middle managers and executives were baby boomers or members of generation X. The internal social networking site helped the new hires build social capital in several ways, according to Koch. "It gave them access to people who could provide useful information and new perspectives and allowed them to meet more senior new hires and executives. These relationships set the new hires at ease during work meetings, helped them understand where to go for help and increased their commitment to the financial

good example of executive summary at Lifehack

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

Traditional formats in Word or PDF are still preferred even by advertising and marketing executives

Summarizes Oxford Economics study on Workforce 2000, 2014.

value of admitting and learning from mistakes in executive and group situations--easier said than done

"FEBRUARY 2013 * Roland Deiser and Sylvain Newton " This blog post asserts the importance of certain social-media skills for every leader by using the executives at General Electric as a case study.

good article by Sam Polk, July 2016, on how sexist talk by men about women catapults even worse behavior by men

capacity building paper for nonprofits by grantmakers for effective organizations

Interesting blog post on Inc., March 12, 2012 by Dave Balter and Jennifer Lum on spiderweb mentorship and horizontal entrepreneurialism. Think this has implications for connected learning, too. Excerpt: Spiderweb mentorship: Successful entrepreneurs and executives actively pushing people up and into the ecosystem. Horizontal entrepreneurism: Collaboration across companies, with entrepreneurs enthusiastically supporting each other.

An article for BBC by Maggie Jackson, September 2009, about our inability to pay attention in an age driven by speed through technology "Still, I'm worried. These digital age wonders will be squandered if we can't think critically, research well, and evaluate the data-floods we now have at our fingertips - and these are precisely the skills alarmingly lacking among both digital natives and older generations. Half of college students can't judge the objectivity of a website. Workers now switch tasks every three minutes, half the time interrupting themselves. As David Nicholas points out, we spend our time online 'power-bouncing' from info-snippet to data-point. And this propensity to rely on point-and-click, first-up-on-Google answers, along with our growing unwillingness to wrestle uncomfortably with nuances or uncertainties, keeps us stuck on the surface of the 'information' age. We're too often sacrificing depth for breadth in the ways we make sense of the world. Yes, we've always had 'power bouncing' and distraction. And surfing or multitasking may have an important place in 21st-century society as strategies of learning. But going forward, we need to do much more than hopscotch across the web, split-focused and pulled this way and that by choice distractions. We cannot mistake fragmented, diffused attention as avenues of higher thought. Instead, we need to do better at cultivating - perhaps resuscitating? - deep focus, keen awareness and meta-cognitive 'executive' attention - the skills crucial to creativity and problem-solving. "

"Something successful entrepreneurs should aim to have: Conviction. Being an entrepreneur is not the easy road to success. Sure, you're your own boss-making the conversation in which you ask for a raise far less awkward-but the hours are long, the market always crowded, the naysayers plenty. There will be discouraging news. But the ability to stand behind your decisions is essential. No one else can tell you what you want for your company, and don't let them try. Drive. As an entrepreneur, time is not on your side. The best-laid plans are those that are executed as swiftly as possible. Don't sit on an idea or wait until you've had a chance to "sleep on it." Act now. Innovation. The original brainchild might have been the thing that got you excited enough to take the leap into entrepreneurship. But longevity will depend on continually coming up with new ideas, from products to ways to market them to which audiences to target. Not all of these ideas will be winners. But having them is not optional. Inspiration. You may be your only employee. Or you might have a team that looks to you to engage them, foster their talents, and involve them in the bigger picture. Those employees who feel excited about, and part of, the overall vision will be encouraged to grow alongside you, and work hard for you. Focus. Establish your daily, weekly, quarterly goals and go after them. Connect dots on a daily basis. Avoid distractions, and distracting people. Independence. It's a lonely road, entrepreneurship. Though your goal is to foster community within your company, there will be days when you wish everyone else would be willing to work as hard as you are, to want it as much as you do. But realize that your company's success does mean more to you than it does to anyone else. Be willing to go the road alone on those days when everyone else has seemingly pulled off for lunch. That's what'll make the difference."

"According to a new study by Professor Susan Madsen there are more female executives heading nonprofits than males both nationally and in the state.  This is a standout fact in Utah, which was ranked last by the Center for American Progress for women in positions of decision-making and leadership."

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.

Survey by Seth Kahan of 135 executives of trade associations and professional societies among others. Listed innovation priorities for future: educational offerings mentioned 101 times (135 survey participants), member experience--78, meetings--65, ...technology--56 Interesting innovations identified by survey participants on page 17 starting with this one: identifying a unique way of delivering women's leadership programming. Many organizations do it, most for their internal staff development, but don't do it well. We want to drop anchor in a crowded ocean and dive deep below the surface for our reach. Another one: creating an institute to advance the profession: research, human capital and practice management. Yet another: practice Portal www.asha.org/practice-portal/

newsletter by Seth Kahan--this provides a Template for Creating a Grand Challenge--"noble goal that provides value to society at large, capitalizing on your organization's unique assets." Cites American Geophysical Union's Thriving Earth Exchange, a platform for making a positive impact on the planet and society by bringing together three groups. Like this page because it has the steps for thinking big, acting on a vision with magnetic qualities, and is practical in its execution.

preferred resume formats by Marketing and Advertising executives

Interesting article in the NYT by Taffy Brodesser-Akner from Dec. 28, 2013 about the life coach, Martha Beck, who has built a multimillion-dollar business on helping executives, and others, find their passion and what they want to do with their lives. Her biggest money maker is her certification process for her method of life coaching. She trains others and they pay for the courses, pay for the certification, pay to have her seal on their websites.