Group items matching

in title, tags, annotations or url

The result of the process was 19 over-arching categories of skills, and between 3 and 11 sub-categories under each one.

Here are the 19 main categories:

If you think that this violence has nothing to do with bro talk, you’re wrong. When we dehumanize people in conversation, we give permission for them to be degraded in other ways as well. And even if we don’t participate, our silence condones this language. I deeply regret remaining quiet while women were being disparaged during my eight years as a trader.

Rost found that writers on leadership had defined it in more than two hundred ways. Often, they glided between incompatible definitions within the same book: they argued that leaders should be simultaneously decisive and flexible, or visionary and open-minded. The closest they came to a consensus definition of leadership was the idea that it was “good management.” In practice, Rost wrote, “leadership is a word that has come to mean all things to all people.”

“The End of Leadership,” from 2012, Barbara Kellerman, a founding director of the Harvard Kennedy School’s Center for Public Leadership, wrote that “we don’t have much better an idea of how to grow good leaders, or of how to stop or at least slow bad leaders, than we did a hundred or even a thousand years ago.” She points out that, historically, the “trajectory” of leadership has been “about the devolution of power,” from the king to the voters, say, or the boss to the shareholders. In recent years, technological and economic changes like social media and globalization have made leaders less powerful.

Max Weber distinguished between the “charismatic” leadership of traditional societies and the “bureaucratic” leadership on offer in the industrialized world.

Khurana found that many companies passed over good internal candidates for C.E.O. in favor of “messiah” figures with exceptional charisma.

Charismatic C.E.O.s are often famous, and they make good copy;

y the mid-twentieth century

“process-based” approach. T

if you read a detailed, process-oriented account of Jobs’s career (“Becoming Steve Jobs,” by Brent Schlender and Rick Tetzeli, is particularly good), it’s clear that Jobs was a master of the leadership process. Time and time again, he gathered intelligence about the future of technology; surveyed the competition and refined his taste; set goals and assembled teams; tracked projects, intervening into even apparently trivial decisions; and followed through, considering the minute details of marketing and retail. Although Jobs had considerable charisma, his real edge was his thoughtful involvement in every step of an unusually expansive leadership process.

some organizations the candidate pool is heavily filtered: in the military, for example, everyone who aspires to command must jump through the same set of hoops. In Congress, though, you can vault in as a businessperson, or a veteran, or the scion of a political family.

whether times are bad enough to justify gambling on a dark-horse candidate.

Leadership BS

five virtues that are almost universally praised by popular leadership writers—modesty, authenticity, truthfulness, trustworthiness,

and selflessness—and argues that most real-world leaders ignore these virtues. (If anything, they tend to be narcissistic, back-stabbing, self-promoting shape-shifters.) To Pfeffer, the leadership industry is Orwellian.

Reading Samet’s anthology, one sees how starkly perspectival leadership is. From the inside, it often feels like a poorly improvised performance; leading is like starring in a lip-synched music video. The trick is to make it look convincing from the outside. And so the anthology takes pains to show how leaders react to the ambiguities of their roles. In one excerpt, from the memoirs of Ulysses S. Grant, Samet finds him marching toward an enemy camp. Grant, a newly minted colonel who has never commanded in combat, is terrified: “My heart kept getting higher and higher, until it felt to me as though it was in my throat.” When the camp comes into view, however, it’s deserted—the other commander, Grant surmises, “had been as much afraid of me as I had been of him.” Leaders, he realizes, are imagined to be fearless but aren’t; ideally, one might hide one’s fear while finding in it clues about what the enemy will do.

direct invitation, not a Facebook post.)

clustering” – banding together to share resources or determining specialties.

Skilled volunteers can be integral to these developments, both to guide the learning management systems necessary and to present a wide array of professional development and public education programs.

support prevention rather than “bandages.” Point funders to volunteer work that brings about change and the finances needed to grow that work.  

screen applicants with experience solely in the corporate world for whether or not they also have a history of charitable giving and volunteering?

NPTimes foresees a surge in new training programs and certification opportunities, as well as nonprofits moving towards offering education to the general public to generate revenue.

Separate tasks that can legitimately be delegated to competent volunteers as their only role

Volunteers, however, can be advocates. They can speak out and be heard in more effective ways because (most of the time) they do not personally benefit from the outcome.

Marching and public protest are core activist tactics. But, the true potential for volunteerism is that many people are looking for how they can have a voice and affect decisions to come.