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Skype to talk on a regular basis with my close Internet Time Alliance colleagues (Jay Cross, Charles Jennings, Harold Jarche and Clark Quinn) and I mainly use Twitter to connect with my extended set of colleagues around the world. This is the way I find out what they are up to, ask them questions, share ideas and brainstorm with them. (This is my equivalent of going to meetings and having coffee breaks or watercooler conversations, etc.)

t is true, that in some organizations it will require (organisational and individual) mindset changes to appreciate that workplace learning today is more than just training. In particular, managers will need to recognize the value of this form of continuous learning, and that they will need to provide time to do it, and indeed measure its success in other ways than through training attendance or online course completion.

Supported professional development.

Member needs

common benefits

Business ecosystems are dynamic webs of interdependent organizations that rely on each other for success.

Business Ecosystems

James F. Moore in 1993

Today, "ecosystem leaders" are generally referred to as "keystone organizations". Keystone organizations can be large or small, complex or simple, and include not-for-profit or commercial for-profit organizations. Commercially oriented keystone organizations are the most dominant and most successful in terms of economic value created as a whole and for ecosystem members. Examples of commercial keystone organizations include large companies such as eBay, Google and Apple. Not-for-profit keystone organizations are less common and are emergent. Examples of not-for-profit keystone organizations include the Eclipse Foundation, Joomla, Drupal, the Mozilla Foundation, the Apache Software Foundation, and the Open Group.

Michael and I look at why the future of work is all about teaching yourself and not relying on educational institutions or organizations to teach us the skills, information and knowledge that we might need to be successful both professionally and personally.

Silos are necessary in companies. They provide the structure that allows companies to work. Every company is split into divisions, departments, or groups, such as sales, technology, and finance. This structure allows expertise in different areas. In companies, silos tend to be places where information, focus (another word for choosing priorities), and control flow up and down. But company silos also cause problems—that same structure prevents the flow of information, focus, and control outward. And in order for a company to work efficiently, decisions need to be made across silos.

Cooperation, communication, and collaboration are the three keys to working across silos. Those are components that ideally any successful working relationship would have, but they are must-haves if you are going to break the organizational silos barrier.

knowledge, focus, and control are shared among more than one silo.

Westergren: The best piece of advice I ever got was from my wife, which was “Don’t be self-conscious about being an entrepreneur.” I think most successful companies go through some kind of trial by fire. During that time, you’re borrowing — you’re borrowing people’s time, you’re borrowing goodwill, you’re borrowing money. You’re begging and borrowing. And that can begin to make you feel self-conscious, feel like you’re failing or that you’re a leech.

Poor Joan Didion: "There is always a point in the writing of a piece when I sit in a room literally papered with false starts and cannot put one word after another and imagine that I have suffered a small stroke, leaving me apparently undamaged but actually aphasic."

And yet complain he did. For a while I was a good friend, listening with cuticle-picking patience and reminding him of his successes. Finally I’d had it, mostly because in that moment he reminded me so much of myself. When I realized he’d become a magnifying mirror of my own bad habits and irritating tics, I said to him: "Stop having so many feelings and just do the f-ing work."

Dr. Rohini Anand, Chief Diversity Officer, Sodexo Ron Glover, Chief Diversity Officer, IBM Kathy Hannan, National Managing Partner, Diversity & Corporate Responsibility, KPMG LLP

Make it Real or Lose Your Authenticity

Executives are Still Short-Sided

The route to successful change is in the habits we create, it’s achieved by consistent small changes which add up to desired results.“We are what we repeatedly do. Excellence then, is not an act, but a habit.”Aristotle

1. Lack of planning

2. Trying too much too soon

Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts.

Challenge #2: A fixed mindset. The psychologist Carol Dweck identified two basic mindsets with which people approach their lives: “fixed” and “growth.” People who have a fixed mindset believe that intelligence and talents are largely a matter of genetics; you either have them or you don’t. They aim to appear smart at all costs and see failure as something to be avoided, fearing it will make them seem incompetent.

people who have a growth mindset seek challenges and learning opportunities.

too many nonprofit CEOs and their boards continue to miss the answer to succession planning sitting right under their noses—the homegrown leader.

leadership development deficit.

The sector’s C-suite leaders, frustrated at the lack of opportunities and mentoring, are not staying around long enough to move up. Even CEOs are exiting because their boards aren’t supporting them and helping them to grow.