1. Introduction: What kind of leader are you becoming?
1. Introduction: What kind of leader are you becoming?
In March 2010, U.S. President Barack Obama appointed Burns vice chair of the President’s Export Council (Wikipedia)...
She has been listed multiple times by Forbes as one of the 100 most powerful women in the world. In 2014, she was listed as the 22nd.
March 31, 2015
The first black woman to lead a company the size of Xerox, Burns's journey from the projects to CEO shows us the value of the right mentors.
Jan-April, 928.985 free online lessons taken. Share learning portal with schools around world reach more children! http://t.co/djVXGpBdtp— BizDeansTalk (@BizDeansTalk) May 18, 2015
The practice is part of SAP’s broader strategy to increase the number of women recruited into science, technology, engineering and math, or STEM, roles. The company’s goal is to have 25 percent of its leadership team represented by women by 2017.
In particular, the defense process represents an effort to help the company uncover unconscious bias — a human trait many human resources experts say supports the gender imbalance in STEM jobs. A 2013 U.S. Census Bureau report showed that men are hired at twice the rate of women for STEM roles, and a Global STEM Alliance report released in late January 2015 found that women still represent less than 30 percent of the world’s science researchers....
5) Focus On Improvement
When you frame things as a win/lose scenario and they don’t go well, you’re a loser. And so you quit.
When you take the perspective that everything is a learning experience, there are no winners or losers. And you just keep getting better. James said this attitude is key for SEALs:
Eric, this gets at my point of the SEAL experience, this constant learning, constantly not being satisfied. That’s one of the interesting things about the community: you never feel like you’ve got it all figured out. If you do feel like you figured it out, you probably aren’t doing it right. If you’re not willing to learn from other people then frankly you’re not doing all you need to do to be the best operator you can possibly be. It’s a culture of constant self-improvement and constant measurement of how you’re doing. That’s a theme I think that all SEALs would agree is critical.
Carol Dweck’s research* at Stanford shows that a “growth mindset” (believing abilities aren’t fixed and you can improve) is a key element of success. And Angela Duckworth has found this attitude is tied to grit**:
*Dweck explains why it’s not just our abilities and talent that bring us success–but whether we approach them with a fixed or growth mindset.
**“The only thing that I see that is distinctly different about me is I’m not afraid to die on a treadmill. I will not be outworked, period. You might have more talent than me, you might be smarter than me, you might be sexier than me, you might be all of those things — you got it on me in nine categories. But if we get on the treadmill together, there’s two things: You’re getting off first, or I’m going to die. It’s really that simple…” -Oscar-nominated actor and Grammy award-winning musician Will Smith
“A powerful, haunting book that works its way beneath your skin.”—The Guardian (U.K.)
Shakespeare’s Henry V with his cry of “Once more unto the breach, dear friends” to rally his troops and urge them to fight on is often used as a case study in leadership. So it is perhaps surprising that business schools, which pride themselves on teaching leadership skills, have been so woefully bad at appointing deans who inspire and stay the course
It never crossed my mind I wouldn't be CEO
After climbing the corporate ladder at Procter & Gamble (PG), Denise Morrison became CEO of Campbell Soup in August 2011. By that point her younger sister Maggie Wilderotter was already a pro at running a big business. She was hired as CEO of Frontier Communications (FTR) back in 2006.
That means that while there are only 24 women running S&P 500 companies, two of them come from the same Long Branch, N.J. family...
A cutting-edge innovation and leadership guru, co-author of The Innovator’s DNA, and Executive Director of the MIT Leadership Center, Gregersen challenges organizations and individuals to question the way we think and act to make our world a better, more creative place. Hal regularly delivers inspirational keynote speeches, motivational executive seminars and transformational coaching experiences. He also works with a diverse set of global companies to help them master the challenges of innovation and change. He has been recognized as a 2013 Thinkers50 Innovation Award Nominee.
J. David Rogers, Ph.D., P.E.
In this paper we study the public debate over net neutrality in the United States from January through November 2014. We compiled, mapped, and analyzed over 16,000 stories published on net neutrality, augmented by data from Twitter, bit.ly, and Google Trends. Using a mixed-methods approach that combines link analysis with qualitative content analysis, we describe the evolution of the debate over time and assess the role, reach, and influence of different media sources and advocacy groups in setting the agenda, framing the debate, and mobilizing collective action. We conclude that a diverse set of actors working in conjunction through the networked public sphere played a central, arguably decisive, role in turning around the Federal Communications Commission policy on net neutrality.
Whatever happened to teaching students to analyse the complex social systems in which they will live and work?
Declare war on fighting talk http://t.co/xYOc31QSsF— Gerard Seijts (@iveyleadership) January 29, 2015
...Simply put, followers want more than a strong leader. They also want to relate to the person in charge. So to be a good leader, you have to be okay with occasionally looking bad, or at least imperfect.
James arrives from the University of Virginia’s Darden School of Business, where she taught leadership courses and led the school’s executive education programs as senior associate dean. Her time at Darden also included a stint as the school’s first associate dean of diversity, a role in which she fostered conversations about diversity in the classroom setting...
Sunday 11 January 2015
Three hundred professors at Stanford, including Nobel laureates and this year’s Fields medal winner, are calling on the university to rid itself of all fossil fuel investments, in a sign that the campus divestment movement is gathering force.
In a letter to Stanford’s president, John Hennessy, and the board of trustees, made available exclusively to the Guardian, the faculty members call on the university to recognise the urgency of climate change and divest from all oil, coal and gas companies.
Stanford, which controls a $21.4bn (£14.2bn) endowment, eliminated direct investments in coalmining companies last May, making it the most prominent university to cut its ties to the industries that cause climate change. Months later, however, the university invested in three oil and gas companies.
Campus divestment campaigns have spread to about 300 universities and colleges over the last few years, but are largely dominated by students. The Stanford letter was initiated by faculty, and signed by the first female winner of the prestigious Fields prize in mathematics, Maryam Mizarkhani, as well as the Nobel laureates Douglas Osheroff and Roger Kornberg, Paul Ehrlich, a population analyst, Terry Root, a biologist and UN climate report author, and others – 300 faculty members in total....
In Winners Dream, Bill McDermott—the CEO of the world’s largest business software company, SAP—chronicles how relentless optimism, hard work, and disciplined execution embolden people and equip organizations to achieve audacious goals.
Growing up in working-class Long Island, a sixteen-year-old Bill traded three hourly wage jobs to buy a small deli, which he ran by instinctively applying ideas that would be the seeds for his future success. After paying for and graduating college, Bill talked his way into a job selling copiers door-to-door for Xerox, where he went on to rank number one in every sales position he held and eventually became the company’s youngest-ever corporate officer. Eventually, Bill left Xerox and in 2002 became the unlikely president of SAP’s flailing American business unit. There, he injected enthusiasm and accountability into the demoralized culture by scaling his deli, sales, and management strategies. In 2010, Bill was named co-CEO, and in May 2014 became SAP’s sole, and first non-European, CEO.
Colorful and fast-paced, Bill’s anecdotes contain effective takeaways: gutsy career moves; empathetic sales strategies; incentives that yield exceptional team performance; and proof of the competitive advantages of optimism and hard work. At the heart of Bill’s story is a blueprint for success and the knowledge that the real dream is the journey, not a preconceived destination.
...Named "The World's Best Coach" by Runner's World magazine...
Identify cause w/training log: I have found that injuries often appear about 6 weeks after I have done something different @MalindiElmore— Run SMART Project (@runsmartproject) December 23, 2014
Edurne Pasaban Lizarribar (born August 1, 1973) is a Basque Spanish mountaineer, from Tolosa, in the province of Gipuzkoa in the Basque Country, Spain. On May 17, 2010, she became the 21st person and the first woman to climb all of the fourteen eight-thousander peaks in the World. Her first 8,000 peak had been achieved 9 years earlier, on May 23, 2001, when she climbed to the summit of Mount Everest.
Last week I had the pleasure of teaching and sharing a class with Custodia Cabanas at the IE Business School in Madrid. Custodia is an expert in leadership and team management. She has been working at the IE Business School since 1989, and lectures on the school’s MBA, IMBA and Executive MBA programs.
The class we gave together was for a group involved in the AMP program. The aim of the session, entitled “A Leader’s Vision”, was to show people how develop and follow through on a personal and/or professional Vision. My contribution involved explaining how I developed my Vision to climb the planet’s 14 eight-thousanders.
I studied Engineering and when I finished my degree I started working as an engineer in the family business. One day, however, my life was to change forever and instead of continuing in the family tradition, I made the decision to devote my life to climbing mountains in the Himalayas, which is what I really had a passion for. It was then that I was able to create a Vision: I wanted to pursue a professional career in the world of mountaineering.
It is very important with any business endeavour to know exactly what your Vision is, and we need to define it clearly. For the projects in my life so far, I have normally tried to define a Vision to take me through the following 5 years.
When I decided to devote my life to mountaineering, the first thing I did was to analyse the situation very carefully and then work out an action plan. Similarly, in business, it is very important to identify your or your company’s values before drawing up an action plan. Once these have been established, you can go ahead and start working on a plan.
When I meet this inner struggle, I use this maxim: “When you have to choose between two paths, always follow your heart”.
It turns out that, back in 2009, the Fed had commissioned Columbia Business School Professor and former banker David Beim to conduct a study to get to the bottom of the agency’s failure to regulate the banks and prevent the financial collapse of 2008.
What did Beim discover? Were the economics too sophisticated to understand? The markets too complicated? No.
As it turns out, the regulatory failure was in fact due to a lack of psychological safety that would have allowed Fed employees to share their observations and concerns.
The Beim Report described a “cultural failure” – a pervasive fear of speaking up, of contradicting bosses, and an excessive deference on the part of the regulators (at all organizational levels) to the bankers.
Previously on DeansTalk. http://hbr.org/2008/03/is-yours-a-learning-organization/ar/1
Building Block 1: A supportive learning environment.
An environment that supports learning has four distinguishing characteristics.
To learn, employees cannot fear being belittled or marginalized when they disagree with peers or authority figures, ask naive questions, own up to mistakes, or present a minority viewpoint. Instead, they must be comfortable expressing their thoughts about the work at hand.
"Mary Robinson: Why Europe needs to set the pace on climate change", Irish Times, October 20, 2014
Opinion: The importance of acting now cannot be overstated: every euro spent on fossil fuels today condemns parts of the world to hurricanes, drought and infectious diseases
The meeting of the European Council – the gathering of the EU member states – in Brussels on Thursday and Friday will lead to a decision that will have far-reaching consequences. The summit is expected to see the adoption of a new framework for Europe’s climate and energy policy, including a set of targets for 2030 to cut our greenhouse gas emissions, boost renewable energy use and reduce overall energy use. These pledges matter, for Europe and the international community.
Mary Robinson, former president of Ireland, is the United Nations secretary-general’s special envoy on climate change and a member of the European Climate Foundation’s advisory board
"The future is green for business schools", FT Soapbox, October 5, 2014
Business education needs to be more integrated, more interdisciplinary and more oriented towards thinking about the bigger “system-level” picture. A second order level of thinking is required. Moving beyond the direct relationship between action and value, business schools must offer education that addresses the complex systemic challenges we are all facing.
New organisational forms have evolved in Europe. My own organisation, Climate-KIC, is Europe’s largest public-private partnership with more than 230 partners drawn from prestigious universities, research institutions, blue-chips and SMEs. The EU created the KICs to address the innovation challenge of Europe and make existing models obsolete. These organisations are creating new knowledge and will be a stimulus for business schools to evolve and change.
Two articles were published in the WSJ "The Experts" section by IE Business School Dean and Prof. Lee Newman:
"How to Measure—and Manage—Employee Emotions" Oct 20, 2014
Prompted by the 20th anniversary of Investing in Health, the World Bank's 1993 World Development Report (WDR 1993), an independent commission of 25 renowned economists and global health experts from around the world came together from December 2012 to July 2013 to revisit the case for health investment. The commission was chaired by Lawrence Summers, the Chief Economist at the World Bank responsible for choosing global health as the focus of WDR 1993, and co-chaired by Dean Jamison, lead author of WDR 1993. The commissioners aimed to reconsider the recommendations of WDR 1993; examine how the context for health investment has changed in the past 20 years, and develop an ambitious forward-looking health policy agenda targeting the world's poor populations.
The commission's report, Global Health 2035: A World Converging within a Generation, was published in The Lancet on December 3, 2013 and launched on the same day at events in London, Tunis, and Johannesburg. View the video of the London Launch Symposium...
UN is asking for donations towards the Ebola fund, which is running dry. http://t.co/1pxATnq3OX— NYTimes Health (@nytimeshealth) October 16, 2014
Other ways to help in efforts to stem Ebola’s tide: http://t.co/B4oDeuZ5TT— NYTimes Health (@nytimeshealth) October 16, 2014
...Apprenons enfin à vendre à l'international les atouts de nos grandes écoles,
Je crois en la France. Je crois en la «disruptivité» française. La France est un pays d'avenir.
Centro Community Partners, located in Oakland, fosters socioeconomic change in communities by providing business advisory services and leadership development programs to underserved entrepreneurs that are needed to grow businesses and provide jobs.
Earlier this year, Centro released a mobile app called the Centro Business Planning Tool, which people can use to create a business plan right on their smart phone. The app is available for Apple products (in English) and on Android (in English and Spanish).
To learn more about how Centro developed the app, check out "PhotoEssay: How We Made Our App in 7 Pictures"!
Watch the video below to learn more about Centro:
Management Team (centrocommunity.org/about/centro-team/)
Arturo A. Noriega
Founder & Executive Director
Arturo brings more than 17 years of work experience as a management consultant. Arturo specializes in economic development, strategy, governance, risk management, finance, and organizational change management. He has worked at Mission Energy, Moody’s KMV, Barclays Global Investors, AON, Deloitte, and Ernst & Young. He has earned an MBA in Strategic Management and Leadership from Peter F. Drucker School of Management at Claremont Graduate University and a BA in Economics and a concentration in Finance from Haas School of Business from U.C. Berkeley.
Naldo Peliks (video @ 2min5secs)
Chief Operations Officer
Naldo is responsible for developing Centro’s operational capacities, leading the organization’s advisory services and overseeing product development. He brings 10 years of marketing and business strategy experience working with organizations in technology, banking, retail and education. He is also a founding member of Baobank, a microfinance initiative in Burkina Faso. Naldo has a BA from the University of San Francisco and an MBA from IE Business School in Madrid Spain.
Sir Richard Lambert, former Director General of the Confederation of British Industry, currently Chancellor of Warwick University and senior independent adviser to Deutsche Bank. He was a Member of the Bank of England’s Monetary Policy Committee, before which he worked at the Financial Times, serving as Editor when the successful US version of the newspaper was launched. He was commissioned by the Government to write the Lambert Review of Business-University Collaboration in 2003.
Research Interests: environmental law and policy, environmental dispute resolution, legislation and statutory interpretation, administrative law, the regulatory state, private environmental governance
Why climate change "needs to be framed as a national security issue.” http://t.co/zvPhTWXutC— Knowledge @ Wharton (@whartonknows) August 21, 2014
... what I suggest in my paper, “The Military Environmental Complex,”...
...“I think what sets my research apart, in part, comes from where I’m situated and what my background is. Most lawyers who decide to become professors go on to teach in law schools, but I chose to come to a business school. Obviously, my research is very connected to the idea of the role that business plays in society. I think what sets my research apart, in part, is the fact that I’m kind of bridging these two worlds and trying to have a conversation, not only with other legal scholars, but also with business and management scholars...
“Very few important subjects in American history have been the subject of as much disinformation and deliberate distortion as the events surrounding the financial crisis that broke in 2008. Tim Geithner’s candid, clear-headed, and refreshingly self-effacing account of his role in formulating the federal government’s response is a very welcome antidote. Geithner’s book is a triple threat (treat?): it is first-rate economic history, insightful political science, and, most important, a cogent exposition of the importance of adhering to the policies adopted in the aftermath of the crisis if we are to succeed in diminishing the likelihood of any recurrence.”
—Barney Frank (from Amazon) (Wikipedia - The Dodd–Frank Wall Street Reform and Consumer Protection Act)
AUG. 1, 2014
Dec 12, 2005 ... Ram CHARAN (-) 25. Fons TROMPENAARS (50) 26. Russ ACKOFF (-) 27. Warren BENNIS (13) 28. Chris ARGYRIS (18) 29. Michael DELL (33)
Feb 6, 2006 ... The roster of speakers at the conference includes an impressive group of deans and acclaimed scholars such as Warren Bennis and Clayton ...
Jan 16, 2013 ... January 10, 2013 It was leadership guru Warren Bennis who first noted that all great leaders demonstrate empathy. They intuitively understand ...
Sep 23, 2005 ... ... the debate about how and where this fits into a business school setting, especially in light of the recent HBR article by Bennis and O'Toole.
May 10, 2007 ... ... In an article in the Harvard Business Review in 2004, Warren Bennis and James O'Toole lamented “How Business Schools Lost Their Way”.
Oct 12, 2005 ... ... research, Ghoshal's criticism of the teaching of misguided free-market dogmatism, and Bennis and O'Toole's critique of insufficient impact.
Jul 11, 2006 ... A similar solid line of reasoning can be found in a popular article by Bennis and O'Toole published in Harvard Business Review. I agree with ...
The BC3, Basque Centre for Climate Change, has been ranked second place in the Climate Think Tank Ranking, ahead of 293 public and private organisations working in the field of climate change economics and policy.
BC3 es un centro de investigación multidisciplinar que fue creado en 2008 en el marco del programa BERC del Gobierno Vasco y apoyado por la Universidad del País Vasco, con el objetivo de fomentar la excelencia en la investigación a largo plazo de las causas y consecuencias del cambio climático.
(The fund had $55 million)
"Now the world must show its colours," Merkel told the fifth informal meeting in Berlin of representatives of 35 countries, which was held to discuss a new climate change treaty.
"Every delay comes at a high cost," she said.
The 750 million euros form part of Germany‘s contribution to build up the green climate fund, which has been set up to help developing nations address climate change. Germany has spent 3.2 billion euros in recent years on efforts to tackle climate change.
"In Germany we are accepting our responsibility," the chancellor told the meeting, which is known as the Petersberg Climate Dialogue and which was created to overcome differences in the international community so that a new accord can be signed by the end of 2015.
The United Nations-sponsored green climate fund hopes to raise up to 100 billion dollars a year by 2020 to help with the promotion of climate-friendly businesses and to boost renewable energy.
CEOs see greater organizational openness ahead. But as rules are refined and collaboration explodes, how will they avoid chaos, protect the business and deliver results?
In speaking face-to-face with 1,709 CEOs, general managers and senior public sector leaders around the globe, leaders confirmed that our new connected era is changing how people engage. How are CEOs responding to the complexity of increasingly interconnected organizations, markets, societies and governments? Our key findings center on:
"While many companies' dedication to social responsibility and sustainability are genuine, consumers should always take "greenwashing" (or "causewashing") into account — that is, when a company markets itself as charitable, only to draw in customers."
Safeguarding this critical zone was the focus of a recent meeting in Beijing, where the National Science Foundation of China met with their counterparts in the US, UK, France and Germany. The aim was to develop an Apollo-scale programme to tackle the resource constraints that threaten to undermine global economic development...
We have 10 years because many solutions will take at least a decade to take effect, and because we have only 20 years before the perfect storm of food, water and energy shortages (Above document) makes landfall.
The first step must be to create a theory. This would literally be a map of all of the processes and interactions that matter for sustaining life, including the flow of energy, nutrients and water in the landscape; competition between animals, plant and humans for these resources; losses in the form of greenhouse gas emissions to the atmosphere; the role of soil in recycling nutrients; and the feedbacks between life and the physical environment including climate regulation and environmental engineering.
With such a map, scientists, businesses and decision-makers from all backgrounds can navigate and talk together. Each can see how their contributions and needs fit with those of others as the picture evolves.
'If trends continue, we are going to lose lots of species. But the paper is about ways to avoid that'
The world's plant and animal species are going extinct at a rate 1,000 to 10,000 times faster than they did before humans came along. If that continues, we could lose one-third to half of all species by the end of the century. A variety of birds, frogs, fish, mammals — gone.
Those grim statistics come from a big recent study in Science (30th May, 2014), led by Duke University biologist Stuart Pimm. The paper was the most comprehensive attempt yet to calculate a "death rate" for the world's species — an update on work first begun in 1995...
BP: So extinction rates are higher now that humans are around. Why? What are we doing?
If that continues — and continues for many decades — then by the end of the century we are going to lose one-third or one-half of all species. And that kind of loss in biological diversity hasn't been seen in 60 million years...
But what the paper is about mostly, is ways in which we can avoid that. So yes it's bad, but the paper is full of important news about how we can make a difference.
BP: Let's talk about that, then. What are ways to avoid — or at least mitigate — mass extinction.
...SP: Yes, it gives us a practical solution. What my NGO does, Saving Species, is we take our data and identify exactly where we think the most important fragments are. And then we raise money from Brazilian conservation groups to buy up the land between the fragments and reforest it. So we reconnect it — stitching habitat fragments to form much bigger habitats...
...SP: We do have an extraordinary piece of technology for surveying biodiversity — it's called a smartphone...
...SP: I'd say things like the Endangered Species Act and conservation biology have been very successful. Current extinction rates are high, but they'd likely be worse without the work of conservation biologists...
...A good example: Brazil used to be the third largest emitter of greenhouse-gas emissions from burning its forests. But with a bilateral agreement from the Norwegian government, Brazil has massively reduced its deforestation....
...We can map out where species are. We can also figure out where they're not likely to be because we've got increasingly good data on deforestation from Joe Sexton's research group at the University of Maryland...
Brrroooommm https://t.co/Vigi7c28td— Pau Garcia-Milà (@pau) June 14, 2014
en.wikipedia.org/wiki/Tesla_Model_S - It scored a perfect 5.0 NHTSA safety rating
4 Apr 2014
The Tesla Model S is the most important car Top Gear has tested. Let's just throw that out there. A handsome if generic-looking exec hatch, it threatens to do to the traditional car industry what Amazon did for retailing and Apple's iTunes infrastructure did to the music business - utterly rewire it.
The mainstream media loves Tesla's CEO, Elon Musk, a man who is two-parts real-life Tony Stark to one-part Steve Jobs. The guy made a billion from Paypal, has his own space exploration company, and recently proposed the Hyperloop high-speed transportation system. He also used to own a McLaren F1, so rest easy - he ‘gets' cars the way we do. But, rather than build a ridiculous vanity supercar, he decided to apply 21st-century Silicon Valley thinking to a technology model and industry that epitomises the 20th century. Following the slightly tentative Tesla Roadster, the results are game-changing.
Add the Performance Pack, whose higher-capacity inverter boosts torque to 443lb ft and power to the equivalent of 416bhp (probably more, in fact), and you've got an all-electric car with the same step-off and start-line grunt as a Porsche Turbo.
Everything about the Model S is reassuringly familiar and utterly bewildering at the same time. You get in, select D and go. You don't even turn it on. There's no handbrake, no paddleshift and, wind and tyre rush apart, no noise. A tentative squeeze on the accelerator pedal is like dipping your toe in a reservoir of torque, but better to build up to it gradually. Back off and there's a hearty slug of regenerative braking. Pretty soon, you'll only be using the brakes to come to a complete halt in traffic.
...usefully low centre of gravity.
It's not a sports car, though. Yes, it'll warp like a spaceship to 62mph in just over four seconds, and it keeps rolling out great gobbets of torque until you're well past 100mph. Its reduction gearing means that peak power and torque are right on the money, so overtaking is supercar easy, and motorway work utterly seamless. It also handles pretty well, too, despite its two-tonne plus weight (blame those batteries). Fundamentally, it's a languid cruiser, rather than a thriller.
It's also an EV, so inevitably you begin thinking about the available energy and what you're doing with it in a completely different way. Responsibility becomes less of a chore. The 85kWh Model S will deliver a range of up to 265 miles, 220 without requiring you to drive like your family is strapped to the bonnet. It takes 15 hours to fully charge it from a standard 32-amp UK street or supermarket charging point, half that using Tesla's home charging apparatus. (Tesla's ‘Supercharger' stations are being rolled out in Europe and the US). Range anxiety isn't really on the radar....
...The Tesla Model S is incredible...
This isn't the America of old Detroit. The Silicon Valley interloper has changed everything.
Spain is one of the worlds largest oil importers. For €2000 I made my car run on liquid gas. http://t.co/9QuqgKgeEo— Martin Varsavsky (@martinvars) 15 Juin 2014
June 11, 2014, APA Center for Organizational Excellence
“Power in groups is traditionally conceptualized in reference to a rank ordering of individuals,” begins a paper in the April/May 2014 issue of the Academy of Management Journal, adding that “the prevailing wisdom is that stable power hierarchies promote more effective groups by providing order that helps facilitate collective decision-making.”