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introduction to new Accenture study on importance of digital fluency in education, workplace, and in leadership

good essay by Sallie Krawcheck on changing careers, leadership traits, getting in the traffic to understand the industry you are moving into, etc.

article by Jennifer Knickerbocker, new Deloitte partner, talking about the importance of sponsors/mentors to moving into greater leadership positions, communicating authentically, and holding to their beliefs/recommendations, Fortune, February 2016

Great article on capacity building for nonprofit leadership and staff in communities of color serving people of color

Blog by Harold Jarche, April 15, 2012, on Three Principles for Net Work. His three principles of narrative, transparency, and distributed power upend hierarchical leadership structures.

This post by Bob Miglani (author of best selling book Embrace the Chaos) is the way I want to be in leading the Studio--leaning in with ideas (because we don't have many resources right now), plowing ahead (taking action), and not letting my over-analytical DNA slow me down too much (so that we get lost in the marketplace trends moving ahead of us). I especially love the one line review of his book at the end--"...shows you how to relax and enjoy the messiness of life." So theoretically, it all fits well for me. But where is the $? :-)

Very nice blog post by Vicki Halsey on six ways to energize work relationships, February 20, 2014, Blanchard Forum to discuss leadership and management issues. SPRING stands for Smile, Personalize your conversations, Relate your commonalities, Inspire, Notify and Gratitude (express it to show others impact they have on people around them).

A number of great quotes offered by Tom Peters on leading in the 21st century, September 2014. Tom Peters: Today's technology tools give you great opportunities to do 73 things at a time or to at least delude yourself that you are. I see managers who look like 12-year-olds with attention deficit disorder, running around from one thing to the next, constantly barraged with information, constantly chasing the next shiny thing. The only thing on earth that never lies to you is your calendar. That's why I'm a fanatic on the topic of time management. But when you use that term, people think, "Here's an adult with a brain. And he's teaching time management. Find something more important, please." But something more important doesn't exist. Tom Peters: Unless you were born with a very, very silver spoon, you're going to spend the majority of adult life at work. Why shouldn't this be a joyful experience or an energetic experience or a vivid experience? If you're a leader, your whole reason for living is to help human beings develop-to really develop people and make work a place that's energetic and exciting and a growth opportunity, whether you're running a Housekeeping Department or Google. I mean, this is not rocket science. It's not even a shadow of rocket science. You're in the people-development business. If you take a leadership job, you do people. Period. It's what you do. It's what you're paid to do. People, period. Should you have a great strategy? Yes, you should. How do you get a great strategy? By finding the world's greatest strategist, not by being the world's greatest strategist. You do people. Not my fault. You chose it. And if you don't get off on it, do the world a favor and get the hell out before dawn, preferably without a gilded parachute. But if you want the gilded parachute, it's worth it to get rid of you.

BLOG POST by Harold Jarche, 9.24.14 Pattern sensing becomes all important. Even leadership has to be exercised in a different way from the hierarchical organization, understanding the dynamics of networks.

Digest of ideas by Gwen Teatro, You Are Not the Boss of Me, reprinted 9/7/14, originally written in 2010. Very interesting look at the Fifty Discipline by Peter Senge. "There was a time when everyone was jumping onto The Learning Organization bandwagon. This usually happened when times were good, when organizations felt a little more ebullient...Budgets were cut....wisdom and decisions would only come from the few and learning for the many was a luxury no one could afford." Learning Organization components 1. Vision--shared--may start with one person, it must be embraced and shared by all. Can be simple, i.e., Zappo's Delivering Happiness 2. Team learning--in an age where shared leadership is or will become critical, the need to understand the dynamics and functional operation of teams is pretty great--how team members communicate with each other, how they manage conflict, and how they examine their successes...and their failures 3. Personal Mastery--taking the time to study and understand our reality and our purpose 4. Mental models--dangers of clinging to and operating from narrow perspectives--assumptions and biases in our thinking 5. Systems thinking--paying attention to the connections between and among a variety of elements that make up the whole.

Leadership paper published by Harvard Business Press, 2015

Four principles of Conscious Capitalism--higher purpose, conscious leadership, stakeholder orientation, and conscious culture--part of a national nonprofit to reorient business and achieve greater success

how to move from specialist leader role to generalist leader role by Wanda T. Wallace, and David Creelman, June 18, 2015. One recommendation is to develop executive leadership presence--the confident physical demeanor that LeanIn also emphasized. In other words, confidence before competence.

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."

An open Google Document set up by Leadership Learning Community with categories--network culture, network mindset, network behaviors, processes, skills, network structure, and personal mastery--with attributes for each, and a column for voting,

Quotes from the eLearning Africa conference plenary sessions as reported by eLearning Africa News. "Under the general conference theme 'Opening Frontiers to the Future', the esteemed panel of speakers in the opening plenary addressed a number of vital issues that formed the core of the agenda for eLearning Africa 2014. Chaired by the Honourable John Nasasira, Minister for Information and Communications Technology, Uganda, speakers highlighted, amongst other things, the need to develop productive partnerships between the government and private sectors, as well as to create an environment that rewards entrepreneurship and encourages African-born innovation". Thought of our conversation with Susan about being an online leader, and incorporating eLearning into any leadership program.

Quotes from the eLearning Africa conference plenary sessions as reported by eLearning Africa News. "Under the general conference theme 'Opening Frontiers to the Future', the esteemed panel of speakers in the opening plenary addressed a number of vital issues that formed the core of the agenda for eLearning Africa 2014. Chaired by the Honourable John Nasasira, Minister for Information and Communications Technology, Uganda, speakers highlighted, amongst other things, the need to develop productive partnerships between the government and private sectors, as well as to create an environment that rewards entrepreneurship and encourages African-born innovation". Thought of our conversation with Susan about being an online leader, and incorporating eLearning into any leadership program.

Very key point that Beth Kanter makes in her blog post on LinkedIn "But in today's world, those boundaries are pretty blurred. As employees of nonprofits increasingly interact with their professional contacts in online social networks that favor individual participation, such as Facebook or Twitter, they are likely to experience a collision of their professional and personal identities"

Love this post by Alli Polin, July 29, 2014. She/he? asks three questions about our personal leadership: 1. How am I showing up? 2. How am I engaging (through human connections?)? 3. How am I changing? (You can choose to stand still or bravely and boldly meet your future. It's coming either way. Leaders that not only accept change, but invite it, have vision, courage, and a commitment to growth.)

A network of regional leaders committed to serving the common good in Silicon Valley. They have created a Fellows program that brings together demonstrated leaders to explore process of collaborative leadership that can strengthen their capacity to address difficult issues. Graduates of the program are called Senior Fellows and they act as networked servant leaders

Graphic depiction of the ALF Leadership process of I/WE/IT from Beth Kanter's blog of 2/18/15