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Archive for the ‘Transforming Leadership’ Category

28
Apr

Increasing Ones Value

   Posted by: M on Ideas In Transformation

Read this interesting piece on types of strenghts that increase ones value. I think one way of working with this is building on what comes naturally to you and looking beyond just the business value aspect. A set of critical question to ask when working with these models from my perspective are

  1. Can these be generalized and applied in all contexts of life
  2. How do i somatically hold it? i.e. how do I bring it down to my bones?
  3. How can these be put to the service of humanity? (Think contribution, not positioning)
  4. What other complimentary skill sets and poeple do I need to align with to bring out the best results.

Increase Your Value

may miss some roles (feel free to share your thoughts in the comments) but I believe these six roles can give you competitive advantage in your career. Here they are:

1. Maven

Mavens are the people who know practically everything about their fields. They are the masters of knowledge. A maven is the go-to person when people have questions regarding the field. To be a maven, you should have deep curiosity and deep desire to learn. You should also have the discipline to keep learning even when you don’t feel like to.

2. Connector

Connectors are the people who know a lot of people. They are the masters of networking. They are the people who seem to know everybody. As a connector, your connection is the value you can provide to others. When someone has a need, he may get the solution through your network.

3. Salesman

Salesmen are the people who can persuade others. They are the masters of persuasion. They can convince others to buy from them or to do something they want. Of course, a good salesman will deliver real value without being manipulative.

4. Synthesizer

Synthesizers are the people who can connect different fields and come up with fresh ideas. They are the masters of ideas. Synthesizers live in the Intersection (a term from The Medici Effect) where ideas from different fields collide and form new ideas.

5. Explainer

Explainers are the people who can explain complex concepts in simple ways so that they can be understood easily. They are the masters of transferring knowledge. They may not know everything, but they can make whatever they know easily understood by others.

6. System builder

System builders are the people who can create systems around what they are involved in. A system builder can organize something so that it works independently without his intervention. The system can keep providing value while the system builder works on creating new systems.

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Which role do you think is best for you? In practice you may have more than one role but you should choose just one as your core competence. Spreading yourself too thin won’t do you good. To increase your value, choose the role in which you have personal strengths.

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29
Dec

5 challenges to accelerate leadership development

   Posted by: M on Ideas In Transformation

Five challenges that accelerate leadership development | The Practice of Leadership

The high levels of change demand increased leadership capabilities and the requires organisation to focus on the development of future leaders. The Center for Creative Leadership has studies the development of leadership for the last 38 years and have identified five key challenges that have facilitate the effective development of leadership:

* Challenge 1: Unfamiliar responsibilities. When you practice new skills and expand your knowledge base, you learn how to operate effectively when you are early in a learning curve.
* Challenge 2: Creating change. When you lead change, you learn to operate in ambiguous situations, think strategically, make tough decisions and persevere in the face of adversity.
* Challenge 3: Significant accountabilities. By expanding your role in terms of scope, scale, time pressure and accountability, you learn what it takes to be decisive, to work and learn at a fast pace and to have significant impact.
* Challenge 4: Managing across boundaries. Assignments that require you to collaborate across functions and business units or to work with people over whom you have no authority will strengthen your ability to influence others.
* Challenge 5: Dealing with diversity. By working with people of another culture, gender or background, you will be better prepared to adapt to different expectations and persuade people of different backgrounds to work together.

Organisation face an increasing leadership shortage, not having sufficient leaders to meet their organisations future needs. Given this leadership crunch the way organisations approach the development of leaders is critical.

* Have you included these five challenges as key components of your leadership development programme?
* Have you included these five challenges as part of your personal leadership development?

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8
Dec

Management3a2xvwA_~,`/ld0j

   Posted by: M on Ideas In Transformation

Management Craft: Why Management is Like a GPS

Great management is the proactive act of recalculating the best route forward for all the people and processes we touch.

I like how the GPS uses the same pleasant tone no matter how many times we veer off track. Managers would be well served to learn from this. Recalculating the route is a normal daily management task, and should not be a source of irritation or frustration. It is why we are here and why we are needed. To be the one to take the initiative and have the foresight to constantly recalculate and help organizations find their way.

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4
Dec

Freedom of Power

   Posted by: M on Ideas In Transformation

Cooperation pays.

The freedom of power (12/4/2008)

Another experiment tested susceptibility to conformity pressure from peers among participants with high or low power. When participants completed a task that most people disliked, low-power and baseline participants’ opinions of the task were influenced by a bogus feedback sheet displaying that ostensible previous participants had greatly enjoyed the task. By comparison, high-power participants expressed dissatisfaction with the task, resisting the supposedly favorable opinions expressed by others. High-power participants, in other words, did not conform to what they believed others were thinking. As Joe Magee said in describing this study, “High-power people’s attitudes do not change with the wind.”

In another study, high-power individuals negotiated based on their deeply held values about cooperation and competition. Low-power individuals were more likely to be influenced by the behavior of their opponents. The research also suggests that power, by leading people to express their underlying attitudes and thoughts uninfluenced by others, reveals rather than makes the person.

Magee mentioned the relevance to President Elect Barack Obama. “Our research suggests that people may not need to worry too much about power corrupting Obama,” he said. “His newfound power might enable the change he desires rather than that power changing him instead. This is contrary to what most people think: that the longer he works in Washington the more he will be influenced by the same old ways of doing things.”

22
Nov

8 Dangers Every leader Must Face and Overcome

   Posted by: M on Ideas In Transformation

Leading Blog: A Leadership Blog @ LeadershipNow: 8 Dangers Every Leader Must Face and Overcome


Danger Survival Tip
Fear of Death Embrace death.
A metaphor to accept and not resist, avoid, or ignore the inevitable
death of a situation. Instead of freezing, free yourself to take
action. Some call it “die before battle”.
Selfishness Develop a compelling saga, a passion greater than the ego’s agenda. Focus on the greater good than your personal agenda.
Tool Seduction Improve your behavior
versus getting seduced by new performance theories or models. Run your
tools, don’t let them run you. Getting off on new ideas, but not
on implementation, distracts professional focus.
Arrogance Humility.
Offensive displays of superiority, self-importance, or treating others
as inferiors never engenders success. Achieve success by not stepping
over weak climbers, or leaving them for dead.
Lone Heroism Partnership.
Instead of feeling you’re the only one who can do it right, avoid
missed opportunities and demoralized colleagues by engaging and
leveraging everyone’s strengths.
Cowardice Bravery.
Cowardly professionals don’t challenge the status quo, hold
others accountable, and expose weaknesses in the organization.
Don’t be a coward. Take bold action
Comfort Perseverance.
No professional accomplishes a goal worth the pursuit without surviving
the stretch—and often painful stretch. How uncomfortable are you
willing to be to achieve your goals?
Gravity Luck:
Did you think any plan would survive its impact with realty? When
gravity propels you, you’re invincible. When it pulls you down,
you fall hard. Gravity is that uncertain push or pull regardless of
what you do. Execution involves too much risk; and this causes expert
opinions to fluctuate with the winds of uncertainty. Accept that luck
happens, and prepare to seize it when it happens to you!
22
Nov

We Empathize, Therefore We Are: Toward a Moral Neuropolitics

   Posted by: M on Ideas In Transformation

Neuropolitics.org

We Empathize, Therefore We Are: Toward a Moral Neuropolitics

by Gary Olson

Voters perceived Obama to be substantially more compassionate than John McCain

You need to indoctrinate empathy out of people in order to arrive at extreme capitalist positions. F. B. M. de Waal

Empathy is the only human superpower-it can shrink distance, cut through social and power hierarchies, transcend differences, and provoke political and social change. Elizabeth Thomas

People in Third World countries think and laugh and smile, just like us. We have got to understand that we are them; they are us. Rachel Corrie (as a 10-year-old)

The official directives needn’t be explicit to be well understood: Do not let too much empathy move in unauthorized directions. Norman Solomon

22
Nov

We Empathize, Therefore We Are: Toward a Moral Neuropolitics

   Posted by: M on Ideas In Transformation

Neuropolitics.org

We Empathize, Therefore We Are: Toward a Moral Neuropolitics

by Gary Olson

Voters perceived Obama to be substantially more compassionate than John McCain

You need to indoctrinate empathy out of people in order to arrive at extreme capitalist positions. F. B. M. de Waal

Empathy is the only human superpower-it can shrink distance, cut through social and power hierarchies, transcend differences, and provoke political and social change. Elizabeth Thomas

People in Third World countries think and laugh and smile, just like us. We have got to understand that we are them; they are us. Rachel Corrie (as a 10-year-old)

The official directives needn’t be explicit to be well understood: Do not let too much empathy move in unauthorized directions. Norman Solomon

11
Nov

The six skills for successful active listening

   Posted by: M on Ideas In Transformation

Very cool article from Center For creative Leadership

The six skills for successful active listening

Filed Under Leadership Practices 

The article “The Big 6: An Active Listening Skill Set” from the Center for Creative Leadership discusses the following the six essential skills for active listening.

  1. Paying attention. A primary goal of active
    listening is to set a comfortable tone and allow time and opportunity
    for the other person to think and speak. Pay attention to your frame of
    mind, your body language and the other person. Be present, focused on
    the moment and operate from a place of respect.
  2. Holding judgment. Active listening requires an
    open mind. As a listener and a leader, you need to be open to new
    ideas, new perspectives and new possibilities. Even when good listeners
    have strong views, they suspend judgment, hold their criticism and
    avoid arguing or selling their point right away. Tell yourself,
    “I’m here to understand how the other person sees the world. It
    is not time to judge or give my view.”
  3. Reflecting. Learn to mirror the other
    person’s information and emotions by paraphrasing key points. You
    don’t need to agree or disagree. Reflecting is a way to indicate
    that you heard and understand. Don’t assume that you understand
    correctly or that the other person knows you’ve heard him.
  4. Clarifying. Use questions to double-check on any issue that is ambiguous or unclear. Open-ended, clarifying and probing
    questions are important tools. Open-ended questions draw people out and
    encourage them to expand their ideas (i.e., “What are your thoughts on
    …” or “What led you to draw this conclusion?”).

    Clarifying questions ensure understanding and clear up confusion. Any who, what, where, when, how or why
    question can be a clarifying question, but those are not the only
    possibilities. You might say, “I must have missed something. Could you
    repeat that?” or “I am not sure that I got what you were saying. Can
    you explain it again another way?”

    By asking probing questions, you invite reflection and a thoughtful
    response instead of telling others what to do. You might ask, for
    example, “More specifically, what are some of the things you’ve
    tried?” or “What is it in your own leadership style that might be
    contributing to the trouble with the team?”

  5. Summarizing. Restating key themes as the
    conversation proceeds confirms and solidifies your grasp of the other
    person’s point of view. It also helps both parties to be clear on
    mutual responsibilities and follow-up. Briefly summarize what you have
    understood as you listened (i.e., “It sounds as if your main concern is
    …” or “These seem to be the key points you have
    expressed…”). You could also ask the other person to summarize.
  6. Sharing. Active listening is first about
    understanding the other person, then about being understood. As you
    gain a clearer understanding of the other person’s perspective,
    you can then introduce your ideas, feelings and suggestions and address
    any concerns. You might talk about a similar experience you had or
    share an idea that was triggered by a comment made previously in the
    conversation.

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Finding the personal and how it impacts generations ahead of us seems to be a common theme in resolving conflicts and making wise decisions. Keeps reminding me of the lesson from India “think of 7 generations” and the impact you will have.

The art of untangling conflict: a lesson from peacemaker Jimmy Carter | Conflict Zen

The negotiations at Camp David had broken down and it appeared Begin and Sadat would return home with no agreement. On Day 13, Carter relates,

“Earlier, my secretary, Susan Clough, had brought me some photographs of Begin, Sadat, and me. They had already been signed by President Sadat, and Prime Minister Begin had requested that I autograph them for his grandchildren. Knowing the trouble we were in with the Israelis, Susan suggested that she go and get the actual names of the grandchildren, so that I could personalize each picture. I did this, and walked over to Begin’s cabin with them. He was sitting on the front porch, very distraught and nervous because the talks had finally broken down at the last minute.

“I handed him the photographs. He took them and thanked me. Then he happened to look down and saw that his granddaughter’s name was on the top one. He spoke it aloud, and then looked at each photograph individually, repeating the name of the grandchild I had written on it. His lips trembled, and tears welled up in his eyes. He told me a little about each child, and especially about the one who seemed to be his favorite. We were both emotional as we talked quietly for a few minutes about grandchildren and about war.”

Both Begin’s and Sadat’s negotiating teams returned to the table.

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4
Oct

The Four Commitments

   Posted by: M on Ideas In Transformation

A good fable and an excellet read, think of it as a hybrid between the eladership challenge and the four agreements all in a story format

Leader Inside Out – Robert’s Rules: The Four Commitments

Robert’s Rules: The Four Commitments
Your Credibility Matters!

SHOW UP…

with an open, honest and authentic presence.

Be Present. You are center stage and in the spotlight every day. Leadership is a moment-to-moment, scene-by-scene choice. Demonstrate it daily by listening deeply. Involve others and evolve yourself by closing the gap between your beliefs and behaviors. Create a credibility path so others want to join with you.

Your Voice Matters!

SPEAK UP…

with passion, clarity and understanding.

Be heard. Discover your true voice. Help others find theirs. Speak from your heart. Create a vision story that offers a script of a positive future and everyone’s role in it.

Your Action Matters!

STEP UP…

with a fresh, creative perspective.

Be an action hero and a creative quick change artist. Erase limiting thoughts. Blow up the petty bureaucracy in your business and in your mind. Question everything, especially systems, policies and procedures. Plant seeds of creative dissension.

Your Gift Matters!

SERVE UP…

with conviction and compassion.

Be of service. Create a diversified cast of talented leaders. Honor their individuality. Collaborate and coach them so they deliver their best performance. Offer recognition through creative, specific and meaningful rewards. Help them create their masterpiece. Commit. Without commitment, nothing changes.

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4
Oct

CIOs look to open source to do ‘more for less’ in tough economy |

   Posted by: M on Ideas In Transformation

Continuing thoughts from the last post, even enterprises are moving towwards the open source model. Here profit will be made ironically by the very people who made the software for free, since they and their peers are the true expert in this “gift economy”

Seems like the little project of open sourcing personal growth may afteral have merit, maybe its before its time, and but perhaps the core idea at the radical change group was on the right path afterall.

CIOs look to open source to do ‘more for less’ in tough economy | The Open Road – The Business and Politics of Open Source by Matt Asay – CNET News

I’ve been doing an informal poll recently of open-source companies, asking them how the tight economy is affecting their sales. In every single case, these companies are recording record sales.

It’s perhaps not hard to find an answer: open-source solutions tend to cost a lot less than their proprietary counterparts, and provide equal or better functionality.

Open source is not merely about lower software price tags, however. As CIO.com highlights with the Oregon Department of Human Services’ attempt to find a new CRM system, the cost of product discovery and implementation also favor open source, in this case SugarCRM:

One of our top system architects came to our rescue when he discovered SugarCRM’s application on the Internet and since it was an open-source application he was able to download and install it in a single day. Our customers loved it and since it was an open-source application we were able to make some minor modifications (mostly to screen literals) and have it in production within days. We were also able to download contact information from our mainframes and create a comprehensive partner database.

The bottom line was that when we went live with the HIPAA compliant transactions and code sets almost every electronic filler was ready and there was almost no increase in paper invoice volumes. While the cost savings were substantial the speed in which we able to meet everyone’s needs was the big payoff.

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1
Oct

Who are Positive Deviants?

   Posted by: M on Ideas In Transformation

Positive Deviants is a notion I learnt about from Marshal Thurber, and its a powerful idea about how to recognize those who are on the leading edge of change, and are driven by a string social purpose.

If you have a chance to meet or listen to him, then go for it. In the meantime go and listen to the podcasts starting next week by the Radical Change group.

PDN – Who are Positive Deviants?

Who are Positive Deviants? PDF Print E-mailPositive Deviant Theory - Bell Curve

The Seven Characteristics of Positive Deviants are:

1. Passion

2. High Moral or Social Purpose

3. Seeing Holes vs. the Net

4. Moving Towards, Not Away

5. Rapid Cognition

6. Checking the Edges

7. Low Regard for Social Convention

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30
Sep

better to be respected than liked

   Posted by: M on Ideas In Transformation

Read this piece this AM, and ket thinking, that perhaps this is one of the hardest skills to develop be it in a corporation or in personal relationships. The trick however is not just saying things as they are, but also taking into account “inter dependency” and “compassion” for those involved. Personally when these two elements are not taken into account, the so called “truth” acutally becomes cruelty. Oh well, enjoy the article

Whenever You Can, Tell It Like It Is | Slow Leadership

It’s better to be respected and not liked than to be liked and not respected

In the cross-hairsOne of the critical things that a leader must possess is honesty. Not only in the sense that they ought to be honest in their behavior, but also in that they must call things as they see them. Without doubt, leaders come upon countless situations in which they must figure out the “right” way to say something to an employee or group of employees. For me, the easiest way to address these situations is to ignore the politics and just say what you believe to be the clearest, most honest communication you can put together. Often, people try to couch things in certain ways hoping that the desired message will be interpreted by the recipient.

I strongly encourage those around me to speak openly and candidly with the focus being overall performance. Sometimes, it may create negative feelings, but when couched in the choice of (1) saying something to make the person aware or (2) not saying something and hoping for positive change, there can be no clearer answer than to say something as clearly as possible.

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28
Sep

You Know you have stopped leading when….

   Posted by: M on Ideas In Transformation

You know you’re stopped leading when… | The Practice of Leadership

You know you are not leading when . . .

* You wait for someone to tell you what to do rather than taking the initiative yourself
* You spend too much time talking about how things should be different
* You blame the context, surroundings, or other people for your current situation
* You are more concerned about being cool or accepted than doing the right thing
* You seek consensus, rather than casting vision for a preferable future
* You start protecting your reputation instead of opening yourself up to opposition

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25
Sep

What Strategy Is Not.

   Posted by: M on Ideas In Transformation

Sometimes it is good to see what something is not in order to see what Strategy is. Some key points covered in the article include

  1. Strategy is not technology
  2. Strategy is not the internet
  3. Strategy is not spin
  4. People matter

Read the article, and ask yourself, how do you define strategy?

To me lately strategy is all about risk reduction while enhancing payoff, in a systemic fashion.

Strategy, what strategy is not, defining strategy, Singer – MIT Sloan

There is a heavy price to pay for mistaking components of strategy for strategy itself, or misreading the strategic effect of components. The pharmaceutical industry, for example, is going through a process of profound transformation and intense negative reaction to its marketing activities. Part of the reason for that has been the lack of strategic thinking around the deployment of direct-to-consumer advertising. While claims can be made for the business value of DTC at a tactical level, the strategic effect of spending nearly $5 billion a year on consumer promotion of prescription medicine has been to open the industry to scrutiny and sanction. Nearly every major drug company active in the United States is facing multiple federal and state investigations into its business practices. Tactical success does not necessarily yield successful strategic performance.

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25
Sep

Why Loneliness Feels Cold and Sins Feel Dirty – The Role of Metaphors

   Posted by: M on Ideas In Transformation

This is a good article on how metaphors in the mind become real in our ody and experience. The more time i have spent looking at metaphors/myths the more i have become convinced that it not onl colors the outlook, but also colors/influences how we move through life.

Similarly, these metaphors in business do change the tone/structure of the overall organization. To get a better understanding of how these metaphors impact us and how these metaphors evolve look/listen to the podcasts on Adaptive Intelligence 


Metaphors of the Mind: Why Loneliness Feels Cold and Sins Feel Dirty: Scientific American


ZHONG: I came across this popular 1970s song on YouTube called Lonely This Christmas written by Nicky Chinn and Mike Chapman. It goes, “It’ll be lonely this Christmas, lonely and cold, it’ll be cold so cold, without you to hold.” It just occurred to me that maybe what the song describes is more than a metaphor but a real psychological connection between loneliness and coldness. Indeed, my collaborator Geoffrey Leonardelli [a professor of organizational behavior at the University of Toronto] and I found that people not only use coldness-related terms to describe social rejection (for example, “cold shoulder”), but also experience rejection as physical coldness: feeling cold becomes an integral part of our experience of being socially isolated. This research is consistent with recent theories on embodied cognition as well as general research on the connection between mind and body.

LEHRER: What are some other examples of how seemingly abstract thoughts, such as feeling excluded, can have physical manifestations?

ZHONG: Another example would be the relation between morality and physical cleanliness. In my early work “Washing Away Your Sins: Threatened Morality and Physical Cleansing” in collaboration with Katie Liljenquist [a professor of organizational behavior at Brigham Young University], we discussed how metaphors such as “dirty hands” or “clean records” may have a psychological basis such that people make sense of morality through physical cleanliness.

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24
Sep

10 things you need to know before you pitch a VC

   Posted by: M on Ideas In Transformation

10 things you need to know before you pitch a VC: David S. Rose on TED.com

Thinking startup? David S. Rose’s rapid-fire TED U talk on pitching to a venture capitalist tells you the 10 things you need to know — and prove to a VC — before you fire up your slideshow. (Recorded February 2007 in Monterey, California. Duration: 14:45.)

Watch the video, worth listening to

23
Sep

Above The Law

   Posted by: M on Ideas In Transformation

This bailout is crazy!! Unpatriotic! And above all makes no sense.

If they want our money – yes yours and mine , then what should be given in return is pretty much the same rights a lender or even a venture capitalist would have – ;

  1. Know what is being spent and how
  2. Get a share of the profits/proceeds, and have an “exit plan”
  3. Have a way to hold those who have our money accountable – they are bound by law, not be above it – or even a social contract

This whole episode makes no biz or financial or leadership sense .. what is needed is MORE RESPONSIVENESS,  MORE RESPONSIBILITY AND MORE OVERSIGHT

DealBook – A Bailout Above the Law – NYTimes.com

A Bailout Above the Law
By ANDREW ROSS SORKIN

The passage is stunning.

“Decisions by the Secretary pursuant to the authority of this Act are non-reviewable and committed to agency discretion, and may not be reviewed by any court of law or any administrative agency,” the original draft of the proposed bill says.

And with those words, the Treasury secretary — whoever that may be in a few months — will be with vested with perhaps the most incredible powers ever bestowed on one person over the economic and financial life of the nation. It is the financial equivalent of the Patriot Act.

Treasury Secretary Henry M. Paulson Jr.’s $700 billion proposal to bail out Wall Street is both the biggest rescue and the most amazing power grab in the history of the American economy.

In many ways, it is classic Wall Street: a big, bold roll of the dice that one trade can save the day. But at the same time, the hypocrisy is thick. The lack of transparency and oversight that got our financial system in trouble in the first place seems written directly into the proposed bill, known as TARP, or the Troubled Asset Relief Program.

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23
Sep

What is Leadership and What It is not

   Posted by: M on Ideas In Transformation

I was glancing through the blogs this morning, and ran across this article. It does get into the heart of knowing when you are ahead of the curve in leading or you are not.  In essense you are leading when

  1. you are always looking for more information to make fact based decisions
  2. You do not wait for authority to allow you to do the right thing (Listen to David Neenan’s talks at Radical Change Group‘s talks on The Transformation of Life and Business for a deeper appreciation of this concept)
  3. Organize from the vision of who you and your organization are becoming, rather than focusing on how to stay safe – this is perhaps one of the hardest lessons to live
  4. Not be afraid of conflict, infact use this as a creative juice to bring forth the best ideas. The trick here is to keep people and ideas in seperate compartments, and not confuse attacking ideas as attacking people. ard balance to achieve but never the less very fruitful when I have seen it work.

How to know when you’re not leading? | The Practice of Leadership

People fail to lead when they act from the stance of a victim. People fail to lead when they act from a sense of helplessness. You have a victim attitude and are failing to lead if you recognise any of the following symptoms:

1. You take no action until you have satisfied that you have complete information. That you understand all the steps and risks involved. This means you fail to act and nothing happens.
2. You wait for authority and permission to act from those higher up on the organisational ladder.
3. You expect senior management to provide you with all the answers and the solution to your problems.
4. You place safety ahead of your vision.
5. You avoid conflict by not raising issues and concerns which need to be address for any real change to occur.

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22
Sep

Ten Steps To Tyranny – There is An Antidote

   Posted by: M on Ideas In Transformation

If you read the 10 steps, it pretty much lays out the structure of fascism and tyranny comes into a country. But its not all downhill from here, the key to tyranny is basically embracing freedom and challenging the powers to be

I have written in caps what I think are ways out of this mess, would be curious how you the readers see the way out of this.

Ten Steps to Tyranny – The Hustle

Here are the ten steps to tyranny, and what is happening here, today, that could be harbingers or disaster for American democracy.

1. Invoke an internal and external threat – This one is fairly obvious. The threat that we are constantly confronted with is “Islamo-fascism,” whatever that is. The Cowboy President would also have you believe that the ephemeral “War on Terror” is a never-ending, global fight that has to be waged, everywhere inside the United States and out, with no clear actors, and no clear path to victory.

LOOK FOR WHAT UNITES US AT THE HIGHEST LEVEL AND BUILD FROM THERE. ISLAMO-FASISM IS A LABEL, AND ANOTHER LABEL IS NEEDED TO ERASE THE EXISTING LABEL

2. Establish secret prisons – The US has already established “black site” prisons all over the world, and in those prisons, we hold individuals, who are victims of “extraordinary rendition” — a tactic where people are literally grabbed off the street and shuttled away as a prisoner to be “interrogated” about links to terrorists. Some of those grabbed include Americans. And, there is nothing stopping the Cowboy from declaring anyone an enemy combatant.

DEMAND THAT THESE PRISONS CANNOT BE RUN IN OUR NAME, NOT IN OUR LAND, AND NOT WITH OUR TAX MONEY

3. Establish external paramilitary groups – One word: Blackwater. The military contractor has augmented US armed forces in the war in Iraq, interrogated prisoners, and escorts dignitaries. But what you might not know is that Blackwater personnel were the first “boots on the ground” in New Orleans after Hurricane Katrina, and now eyes providing outsourced security services in cities like New York City, for example. They already provide training for over 50,000 law enforcement personnel a year.

BRING ORDER/SURVIALENCE OVER THEM, NOT OUR CITIZENS

4. Surveillance of innocent citizens – The much too hastily-passed USA Patriot Act essentially gave the White House carte blanche to access your emails, phone records, library book-borrowing history, and financial records, all without your knowledge. And even if you do know, you can’t mention the investigation, under threat of criminal prosecution. So, you can’t even complain if you’re wrongly-targeted for surveillance.

CLAIM OUR RIGHTS, AND RETURN TO THE CONSTITUTION. THE ANSWER TO 1984 IS 1776.

5. Infiltrate popular movements – The US government has a history of infiltration into peaceful protest groups, most notably with COINTELPRO during the Civil Rights movement. Recently, the government has been infiltrating anti-war groups, trying to either destabilize the organizations or gain intelligence on their anti-war activities.

6. Engage in arbitrary arrest and release of citizens – The Military Commissions Act of 2006 limits the right of habeas corpus and has been suggested to be unconstitutional. It’s been used to detain American citizens who are suspected of being terrorist sympathizers. The law allows you to be held incommunicado for up to 36 months, simply on the determination of the president. It’s what’s called a status crime — and your status is determined by the Office of The President of the United States. You have no legal recourse to this extra-constitutional legal framework, and could be arrested — and subsequently released — at almost any time.

7. Target key individuals – The Cowboy President’s minions in state legislatures in several states put pressure on regents at state universities to penalize or fire academics who have been critical of the administration. Most recently, the administration removed eight US attorneys for what basically came down to insufficient political loyalty.

8. Control the press – Josh Wolf, a blogger in San Francisco, has been in jail for over a year for refusing to turn over video of an anti-war demonstration. Homeland Security filed a criminal complaint against Greg Palast, a reporter, claiming he threatened “critical infrastructure” when he and a TV producer were filming victims of Hurricane Katrina in Louisiana. Palast had previously written a bestseller critical of the Bush administration. According to The Guardian newspaper in the UK, The Committee to Protect Journalists has documented multiple accounts of the US military in Iraq firing upon or threatening to fire upon unembedded (meaning independent) reporters and camera operators from organizations ranging from al-Jazeera to the BBC.

9. Cast dissent as treason – The Cowboy President has, at various times, called the New York Times “disgraceful” for leaking classified information. Republicans in Congress actually called for the Times’ publisher, Bill Keller, to be charged with treason as a result. Rght-wing commentators and news outlets (mainly Fox News) kept up the “treason” talk, and actively suggested that execution, the penalty for war-time treason, be the penalty, should Keller or fellow journalists who dare publish stories contrary to the administration’s wishes ever be tried and convicted of treason.

10. Suspend/subvert the rule of law – This is perhaps the most scary step to tyranny. The John Warner Defense Authorization Act of 2007 gave the president new powers over the National Guard, and an increased ability to declare martial law. This means that in a national emergency – which the president now has enhanced powers to declare – he can send one state’s National Guard, say Mississippi’s to enforce a state of emergency that he has declared in Maryland for example, over the objections of target state’s governor and its citizens. Let’s not even mention presidential signing statements that usurp the Congress’ power to legislate. According to noted conservative (and Bush-hater) Robert Fein, in approximately 800 cases, President Bush has both signed a bill and declared his intent to disregard provisions he believes are unconstitutional, the equivalent of a line-item veto which is itself unconstitutional. For instance, he signed the Detainee Treatment Act of 2005 prohibiting torture, while simultaneously issuing a signing statement declaring his intent to ignore the law in order to gather military or foreign intelligence.

22
Sep

Going Back To Gold Standard

   Posted by: M on Ideas In Transformation

The bailout, the reckless printing of more money will all lead to only one of two things – either a recession or a depression.

The value of gold overall has risen to around 1000$ and my prediction is that it will go up even more in the coming months.

Going back to the gold standard may perhaps be the only way to save the dollar from collapsing, but the question is will the govt. come back to its senses and go back to the gold standard. And if they are not doing this, then should we be bailing out the largest corporations in the world without WE AS TAXPAYERS getting a piece of the corporations in return – afterall it is out money being used.

The time is perhaps now to move towards a participatory model of ownership, the question is how can we make this happen?

My tool is writing about it, and blogging – what is yours?

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19
Sep

Building Sustainable Trust _ A good read

   Posted by: M on Ideas In Transformation

Read this article today, has quite a good amount of information on how leaders can acutally go around building sustainable trust in the organization. Read the pd document link attached
In summary

“Contractual Trust sets the tone for engagement and direction and shapes roles and responsibilities. Communication Trust establishes information flow and how people talk with one another. Competence Trust allows individuals to leverage and further develop skills, abilities, and knowledge.”

Trust is built or destroy by how leaders behave, how they contract, how the communicate and their competence. Reflect on the above and rate your self on each dimension on a scale from 1 to 10 (1 being poor and 5 being excellent):

* The extent to which you have developed contractual trust in your team?
* The extent to which you have developed communication trust in your team?
* The extent to which you have developed competence trust in your team?

Read the article titled “Building Sustainable Trust” (pdf),

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17
Sep

Social Intelligence and the Biology of Leadership

   Posted by: M on Ideas In Transformation

This is an interesting read at HBR and an interesting video interview. What he is talking about has been known within the NLP and other psychological studies circles and also deeply within the sales community is the notion of mirroring and matchin to create rapport – as a means to build bridges with people.

It comes back to many of the same thing most of us learnt during the LESSONS ON RAPPORT during basic trainings. However the key things are how does one consciously go around building this “social intelligence”

For that check out some of the Podcasts on rapport done by the Radical Change Group . Check out the podcasts for more information on how to build rapport as a way to build out your social intelligence below

  1. The Art Of Getting In Sync
  2. Rhythms Of Rapport 1 – Verbal
  3. Rhythms Of Rapport 2 – Somatic/Non Verbal

Harvard Business Review – Video and Tools

Followers Mirror Their Leaders—Literally

Perhaps the most stunning recent discovery in behavioral neuroscience is the identification of mirror neurons in widely dispersed areas of the brain. Italian neuroscientists found them by accident while monitoring a particular cell in a monkey’s brain that fired only when the monkey raised its arm. One day a lab assistant lifted an ice cream cone to his own mouth and triggered a reaction in the monkey’s cell. It was the first evidence that the brain is peppered with neurons that mimic, or mirror, what another being does. This previously unknown class of brain cells operates as neural Wi-Fi, allowing us to navigate our social world. When we consciously or unconsciously detect someone else’s emotions through their actions, our mirror neurons reproduce those emotions. Collectively, these neurons create an instant sense of shared experience.

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15
Sep

Appriciative Inquiry – An approach to building plans to action

   Posted by: M on Ideas In Transformation

This is a good method that I ran into, and its something that I have seen being employed by the likes of McKinsey and other high end consulting firms.

My own work in my day job pretty much uses this method, and have found that such an approach always opens up new opportunities and areas for innovation. One of the key aspects to keep in mind is to keep a “ecosystem view” in mind when doing this work. I would even suggest going broader and making sure you connect with your partners, customers and suppliers to get a comprehensive view.

Try it and do let me know what you think…

What Is Appreciative Inquiry? | BNET

When a company needs to fine-tune its strategy or troubleshoot organizational issues, the best problem-solving solution may have little to do with the problem itself. A host of organizations, including British Airways, Verizon, and NASA, have embraced Appreciative Inquiry (AI), a strategy based on the idea that focusing on what’s working is a better way to fix what’s wrong. Despite the esoteric-sounding name, AI is gaining real traction at companies that need to make big or complex organizational changes. John
Deere case study

How It Works

AI involves a four-step process typically led by an
outside consultant. The steps are usually done either in a day-long workshop or
over a period of four days, but the end goal is the same: develop a concrete
action plan and carry it forward.

The first phase consists of a series of interviews with
employees of all levels, and even customers, to find out what’s
already working well in the organization. Then the group participates in an
open-ended brainstorming session, using the successful elements they identified
in step one to envision how a more perfect organization would operate. In the
third phase, the team defines and prioritizes next steps to make that ideal
vision a reality. By the final phase, participants are working exclusively on
the necessary tasks to execute the plan.

In 2000, John Deere used AI to turn around the performance
of its combined manufacturing unit. The numerous problems included poor
equipment quality, increasing customer dissatisfaction, low morale in the
workplace, and stalled cost-reduction efforts. More than 200 of the division’s
250 employees showed up for the weeklong AI summit. By the end of the process,
the group had identified, received approval for, and launched 10 new strategic
business opportunities. The end result? Morale soared, and one project —
a faster product-development process — saved the company $3 million.

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