What I’ll miss about Andy Grove https://t.co/QbGXrL3PPE— Clayton Christensen (@claychristensen) March 24, 2016
Ben Horowitz is one of the founders of one of the top VC firms, a16z, in the world (some say the best VC firm) and author of one of the best books on entrepreneurship written by a "practitioner" (some say the best book).
Shedding a few tears tonight for my hero and the best CEO and teacher I have ever known. Goodbye Andy. I love you. https://t.co/a4BoDq2RH3— Ben Horowitz (@bhorowitz) March 22, 2016
Dyson Challenges Tesla With $1.4 Billion Battery Tech Investment (“Climate Change”)https://t.co/585dCSFYfM March 21, 2016— BizDeansTalk (@BizDeansTalk) March 22, 2016
Jeffrey Pfeffer(Wikipedia) is considered one of today's most influential management thinkers.
Trump’s Next Painful Leadership Lesson? Being a Winner Excuses Abhorrent Behavior https://t.co/lQpkg0Dj52— Jeffrey Pfeffer (@JeffreyPfeffer) March 21, 2016
2015. Leadership BS: Fixing Workplaces and Careers One Truth at a Time (HarperBusiness, 2015).
2010. Power: Why Some People Have It and Others Don't (HarperBusiness, 2010)
The Invisible Hand Won’t Solve the Climate Crisis. Capitalism Must Evolve. https://t.co/rV50cJSlC9— Andrew Hoffman (@HoffmanAndy) February 15, 2016
...El texto refleja la humildad, la categoría humana y la preparación profesional del único entrenador de la historia del fútbol que posee todos los grandes títulos posibles tanto a nivel de club como de selección. Una lección de deporte y vida del hombre que –junto a Luis Aragonés– dirigió a España en la mejor época de su historia hasta conquistar con la selección un Mundial y una Eurocopa para convertirla en la única que ha conseguido la Triple Corona, la obtención de tres grandes títulos consecutivos. Con la misma serenidad que asimiló las grandes victorias encajó posteriormente su mayor derrota: la eliminación a las primeras de cambio de la mejor selección española de todos los tiempos y una de las mejores de la historia en el Mundial en el defendía su corona.
“Leading: Learning from Life and My Years at Manchester United” Book, 416 pages Hodder & Stoughton (22 Sept. 2015) https://t.co/czBrjtzAmF— BizDeansTalk (@BizDeansTalk) November 23, 2015
More than a sport: discussing leadership lessons from soccer with my master students pic.twitter.com/ODCLHEjEWg— Margarita mayo (@Margaritmayo) November 20, 2015
Father. Husband. Finance Minister of Finland. Chairman of Kokoomus. Eternal optimist. Sub 10h Ironman.
Speech (PDF 7 pages):
Here is my speech at Bruges. Comments welcome. Very personal speech. http://t.co/Z7kGDVpie0— Alexander Stubb (@alexstubb) October 7, 2015
(Catalans give cyclists two metres (when overtaking) out of their own choice: Jan Frodeno - www.youtube.com/watch?v=VOTz07iIw6s
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”.