The PennCLO Program — the only one of its kind among top-tier universities — uses a blended approach, reflecting the realities that individuals face on the job. It uses the students' expertise and experience to inform the curriculum. Doctoral and master's students are expected to ground their research, their master's theses, and their dissertations in the workplace rather than in academia.
September 12, President and CEO Frances Hesselbein addressed the PennCLO doctoral students in an online SKYPE session and keynote address, Learning Leaders in the 21st Century – The Importance of Education and Leadership.
Frances spoke on the new leadership imperatives in an age of the lowest level of trust and the highest level of cynicism in her whol lifetime, in her own country, and in many other countries around the world.
All participants have had significant work experience, are senior leaders within their own sector, whether in the armed services, on university campuses, practicing executive coaches, or part of fortune 500 companies. The keynote addressed the dedication of the PennCLO students to further build the skills necessary to ensure successful learning initiatives that will align their organization’s strategy.
One of the most well-respected and experienced leaders in Division I athletics, Bernadette V. McGlade is entering her sixth year as the Atlantic 10 Commissioner. Her progressive guidance has created unprecedented new opportunities for the more than 5,200 student-athletes who proudly compete under the Atlantic 10 banner.
Since her own student-athlete days as an undergraduate at the University of North Carolina—where she was inducted into the prestigious Order of the Valkyries, the highest honor for a female undergrad, recognizing excellence in scholarship, dynamic leadership, and innovative service—Bernadette continues to promote excellence and integrity both on the playing field and in the classroom.
On September 10, 2013, Bernadette will be a panelist at the Sports Business Journal (SBJ) Game Changers Women's Conference
at the Marriott Marquis in New York City—focusing on the multiple ways in which women intersect with sports—along with Huffington Post's Arianna Huffington, PepsiCo's Indra Nooyi, WNBA's Laurel Richie, LPGA's Kathy Milthorpe to name a few.
Earlier this Summer, I spoke with Bernadette at the end of “a good week” while she was finishing up in her office. In our interview, Bernadette shares her secrets to successfully “learn on the job,” and emphasizes the importance of vision-focused leaders who lead “from a place of confident humility.”
Q&A with Bernadette McGlade:
Jason Womack: Do you have a simple way to think about how leaders get better?
Bernadette McGlade: Commit to learning. Stick to your vision. Leaders know enough to know they don’t know it all. This is a mindset I adopted early on. In college, I had a clear vision of where I wanted to go: athletic administration. I knew individuals working in this field, and made a point to observe them and learn from their experiences and the examples they set.
To this day, I chip away at clarifying the very specific vision of where I want to be, and then seek out ways to learn more about how to get there. Seek out and work with individuals with whom you respect. Find leaders who have qualities you admire. Smart, empathetic, extremely engaged in whatever they are doing. Leaders who lead from a place of confident humility.
JW: What was your Defining Moment as a leader?
BM: I think we’re constantly defining ourselves. One experience that shaped who I am and what I believe took place in 1981. After just completing my playing career at the University of North Carolina, and course work for my Masters degree, I was offered, at 23 years old, a Division I head women’s basketball coaching job at an Atlantic Coast Conference (ACC) school, Georgia Tech.
A good friend of mine said: “You are a fool to take this job, because you are too young...and you are a fool to turn down this job, because it’s a tremendous opportunity.” The choice was mine and I accepted the job, to be responsible, and lead my first team of great student -athletes!
READ FULL INTERVIEW
Eric Pasinski graduated from Boston University in 2011 with a bachelor's degree in health sciences. Since graduating, he has been dedicated to fusing his love for the mind-body connection with his entrepreneurial spirit. Together with Victor Mathieux, Pasinski developed the self-discovery tool A Goal Planner.
“We live in an age of unprecedented opportunity: if you’ve got ambition and smarts, you can rise to the top of your chosen profession, regardless of where you started out. But with opportunity comes responsibility. Companies today aren’t managing their employees’ careers; knowledge workers must, effectively, be their own chief executive officers. It’s up to you to carve out your place, to know when to change course and to keep yourself engaged and productive. (1)”
These words of wisdom by Peter Drucker are applicable now more than ever.
Drucker’s message in Managing Oneself lit a fire of life in my heart after walking across the podium to receive my college diploma 2 years ago. As I entered the “real world” the courage I had gained from my success in the class room quickly withered. The tools that had propelled me through my educational career and my entire life suddenly seemed irrelevant. Luckily, with the help of amazing friends, family and mentors I was able to embrace this new world and stay afloat.
Although many people are familiar with Drucker’s self-management principles, few actually have the time to implement them in the midst of our ultra-fast pace lifestyle. Yet, the top perfoming companies of the world are focusing more intensely than ever on promoting Drucker’s code of self-management. Drucker points out that “The very great achievers—Napoleon, Da Vinci, Mozart—have always managed themselves (2).” Google encourages autonomous behavior in its engineers through its 20% free time model. One day a week, Google engineers have an entire day to themselves to work on whatever project excites them. It’s no surprise that some of Google’s greatest creations, including Gmail have been a product of 20% time! (3) If Drucker’s code of self-management benefits Google, imagine Drucker’s wisdom implemented in all sectors.
Drucker’s focus on knowing your strengths helped me identify my calling in life. Most importantly, Drucker’s call for everyone to be in tune with their morals has pushed me to live according to my deepest values.
Personally, I am called to embed Drucker’s code of self-management into the curriculum of our schools. Currently, our educational culture runs counter to Drucker’s self-management thesis. The strategies schools use to motivate students have been shown to be outdated and ineffective. Somewhere along the line, the letter grade on a student’s report card trumps their actual understanding or interest in the subject. Our obsession with standardized test scores has turned our students into robots rather than independent learners. (4) Restructuring our educational system on the foundation of Drucker’s legacy would produce students more self-reliant and internally motivated.
Planting the seed of self-management however, begins by giving students the opportunity to ponder the questions that Drucker poses. In order for students to figure out what their strengths are and what contribution they can best make to the world, they need to adopt the habit of self-reflection. In a world filled with more distractions, more choices and more uncertainty, developing the habit of self-reflection has never seemed more relevant. Research illustrates that the more the human brain multitasks the less ability it has to prioritize.(5) We must routinely pause to question both the essentials Drucker reveals for a successful career and the small questions that ultimately define our lives. Did I spend quality time with my family this week? Am I grateful I have food to eat? Do I appreciate the opportunity I have to receive an education? As Drucker highlighted, our desires and needs are in constant flux. (1) The only way to adapt to the changing tides in our lives is through routine self-reflection.
My friend Victor Mathieux and I believe self-reflection is the core of self-management. Victor, a graphic designer created a self-discovery tool called A Goal Planner to assist in the process of helping others embark on a journey of self-reflection. A Goal Planner is a printed guide that helps motivated individuals identify the things they want to accomplish most in life. Through questioning the purpose of their interests, participants gain a deeper understanding of their life values. In the final part of A Goal Planner, students focus on one dream and then brainstorm actions they can take to explore their potential passions. After a year of critiquing A Goal Planner we feel obligated to share Peter Drucker’s call of self-management with the next generation.
Our adventure began with two self-discovery test runs. Students at both Suffolk University’s Entrepreneur club and the Enjoy Life Club Leadership Academy (directed by Evren Gunduz, who has been a tremendous mentor and critic of A Goal Planner) at Hopkinton Middle School showed us that when tasked with self-reflection time, students were excited to think about their values and the direction of their life.
Educators suggest 8th grade to be the tipping point of personal development. Students tend to view the world with an open mind of a young child yet are mature enough to contemplate the future. “8TH grade is a magical year. That’s why I chose to teach it,” said Evren Gunduz. Who received his masters in teaching from Harvard and has pioneered a Leadership Academy based on his studies in human development theory. Our hope with A Goal Planner is to reach kids during this tipping point and maybe give them a little extra push to pursue their innate interests with contemplated actions.
If the thought of over 250,000 curious 8th graders taking a moment to pause and reflect about their passions breathes excitement into your soul, please reach out to me and we’ll find a way for you to join in the fun.
Most recently, we introduced the incoming Boston University freshmen to A Goal Planner at the University’s Orientation Leader Training. Together, we hope to continue to lead others to a brighter future—one casted in the legacy of Peter Drucker.
I would like to express my immense gratitude to the legendary, Frances Hesselbein and the invaluable mentor, Stever Robbins for making this piece possible.
1) Drucker, Peter. "Managing Oneself." Harvard Business Review (2005): n. pag. Harvard Business Review. Web. <http://hbr.org/2005/01/managing-oneself/ar/1>.
2) Drucker, Peter F. Management Challenges for the 21st Century. New York: HarperBusiness, 1999. 163. Print.
3) Pink, Daniel H. Drive The Surprising Truth to What Motivates Us. New York: Penguin Group, 2009. N. pag. Print pg 94.
4) Pink, Daniel H. Drive The Surprising Truth to What Motivates Us. New York: Penguin Group, 2009. N. pag. Print pg 185.
5) Ophir, Eylah, Clifford Nass, and Anthony D. Wagner. "Cognitive Control in Media Multitaskers." Preceedings of the National Academy of Sciences 106.37 (2009): 15583-5587. Proceedings of the National Academy of Sciences. Web. 25 Jan. 2013.
5) Otis, Nancy, M. E. Fredrick, and Luc G. Palletier. "Latent Motivational Change in an Academic Setting: A 3-Year Longitudinal Study." Journal of Educational Psychology 97.2 (205): 170-83. American Psychological Association. Web. 17 Jan. 2013. <http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=2005-05100-003>.
Nilofer Merchant is a corporate director, business writer and speaker. Her ideas and approach to innovation, creativity and leadership are regularly featured in the Wall Street Journal, BusinessWeek, Forbes and Harvard Business Review.
Early in 2013, I got to “meet” her at TED and immediately knew her message would resonate with the Hesselbein community.
Her work at Fortune 500 companies and Silicon Valley start-ups over the last 20 years fuel her innovative ideas on frameworks, strategies and cultural values. After her TED Talk, I bought and read her book and found other video interviews on the web. One of my favorite lines comes from an article she wrote for the Harvard Business Review in 2011 where she says, “The one thing leaders don't do is to check out. Especially now, when we need leadership more than ever.”
Via a Google hangout session and subsequent emails back and forth, I learned how Nilofer exudes collaboration, innovation and continual improvement as a leader. We are excited to share the compilation of our interview below.
My personal favorite of Nilofer’s quotes: “I'm pretty good at leading togetherness.”
- Jason Womack
Q&A with Nilofer Merchant:
Jason Womack: Do you have a simple way to think about how leaders get better?
Nilofer Merchant: Listening. Honestly, growth happens when we expose ourselves to new ideas. This means not just mingling with new people (often bucketed into networking) but also listening… “What do they know or do that I don't know about?” I will take notes on new ideas, even if I don't quite agree with that particular point, and then I’ll consider what aperture view that person has that makes their idea or direction valid. Most of us talk about how much we LOVE innovation but actually, most of us hate to listen to new ideas. Yet, listening is the key attribute of great leaders: embracing newness by considering diverse, sometimes opposing points of view.
JW: What Was Your Defining Moment As a Leader?
NM: I got fired by Carol Bartz (who was then CEO of Autodesk and later CEO of Yahoo). She told me that while I had gotten the right idea across a finish line, I hadn't done it in a way that built trust throughout the team. After this, I asked myself “Is there was a way to create amazing results WHILE doing it in a way that leads to shared ownership?” Only through exploring that question did I begin to understand the nuances between decisiveness and deliberation and how vital both are for teams to see how a decision was made. It was a question I chased for 10 years, and ultimately led to my first book on collaborative direction setting -- The Next How.
READ FULL INTERVIEW
Leadership is more than just a word to Col. Joseph William DeMarco. It is a way of life. Over a 24 year career in the United States Air Force, Col. DeMarco has pushed to understand effective leadership, develop leaders, and (continually) learn from others. Recently, I emailed him this request, “How can I introduce you to the community at the Frances Hesselbein Leadership Institute?”
He responded simply and quickly:
“Colonel ‘Bill’ DeMarco, USAF, Commander and leader in permanent beta.”
I met Col. DeMarco while attending the 2011 bi-annual reunion of the 100th Bomb Group [WWII Bomber Group]. Representing the 100th Air Refueling Wing, based in England, Col. DeMarco presented the veterans and their families with a beautifully prepared speech on the impact of duty, honor, and excellence demonstrated by “our Airmen Fathers.” His oratory on the importance of legacy made a lasting impact on me.
Over the phone - between detachment visits to the airmen he leads and hospital visits for his young son battling cancer - Col. DeMarco shared his vision of leadership. Here is what it looks like to him.
- Jason Womack
Q&A with Col. Joseph William Demarco:
Jason Womack: Do you have a simple way to think about how leaders get better?
Bill DeMarco: Leonardo daVinci once said "simplicity is the ultimate sophistication." There are two things I know I need to do as a leader; both are simple to understand, yet complex or quite sophisticated in implementation.
Understand that we need to improve. In the Air Force it’s possible to believe leadership is dependent upon a position. Someone who has positional authority does not automatically make them a strong leader. I make a point to let people know that I’m continuing to grow, to study, to learn, to talk to people like you. Another leadership guy, Andy Christiansen of High Capacity Leaders in Atlanta GA, once asked me to help him look at some military leadership issues, and in answering some of his questions, I think I’ve actually learned more from him!
We need to learn more about our own leadership style. There’s a lot of debate out there on what to work on, our strengths or our weaknesses. I interact with a lot of younger people, and I encourage them to really understand themselves, to understand both their strengths AND their weaknesses. When people understand themselves - their motivations and goals - more, it gives them thrust AND vector; it gives them the energy they need AND something to focus on.
JW: What Was Your Defining Moment As a Leader?
BD: I have a very strong memory of how 9/11 attacks changed everything for me, my family and my larger community. That morning I was out for a run, I came home and when I got out of the shower my sister-in-law called to tell me to “turn on the news.” When the second plane hit the World Trade Center I turned to my wife and said, “We’re at war.” She asked, “With who?” I replied, “I have no idea.”
Over the next 100 days I was deployed halfway across the world, and flew one of the first sorties in combat [he flew a KC-10 tanker, re-fueling fighter jets in the air] over the desert.
During that time I reflected back on something I learned as a cadet at The Citadel. When I was a freshman, one of the seniors told me, “The most important people in your LIFE are your classmates.” I had now idea how right he was. So, now I tell people: the most important people are your peers. The second most important, your direct reports, you need to take care of those guys. The third...Your boss.”
I learned who I could count on to get the job done.
READ FULL INTERVIEW
By Chris Fralic, First Round Partner and Chairman, Hesselbein Institute
I’ve attended hundreds of conferences and spoken at dozens of them over the years. While most people complain that they don’t get always the value they’d like from conferences, I usually do. The job I have now as a Partner at First Round Capital and many of my business relationships can be directly attributed to conferences where I’ve met the right people and connected in the right way. So here it is, from the basics to more advanced tips, my best advice on How To Work A Conference (with a particular Business Development focus on those that involve speakers and an audience, and less about massive trade shows like CES.)
1) The goal of a conference is to LEARN and to CONNECT with people. To start, that means actively listening and learning from your seat in the audience. When connecting with people, the goal is not to tell your life story, or present your 50 page business plan at the first handshake, or to immediately hand over your business card. The goal is to make a good impression, to learn something about and/or show you know something about the other person, and get permission to follow up. The goal of a conference is to learn and connect.
2) Read up on all the speakers – You should have an idea what you'd say ask to each if you get the chance to say hello. For me, right about now I’m pouring over the TED 2013 program guide.
3) Read up on all the attendees- this list is often a harder list to get, but well worth it if you can. For this is one you might have to “socially engineer” it from the conference organizers, or a good alternative angle is to ask someone you know who is a sponsor, otherwise try to get a list at the event from the registration desk. The basic idea is to circle/mark the people you want to talk to, and have an idea of what you’ll say. Great conferences, including TED, are now sharing attendee lists in advance to help everyone better connect.
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During this time of great economic and societal change, leaders seeking to change behavior need equal parts information and inspiration to excel. To expand the Institute's leadership resources, we have created Leaders in Action Q&A. Each month, Institute partner Jason Womack will interview a leader who inspires great ethical leadership. To kick off this series, Frances Hesselbein interviews the interviewer - Jason Womack
Q&A with Jason Womack:
Jason Womack is an executive coach, author and expert speaker focusing on the psychology, sociology and technology of productivity. He has worked with leaders for almost two decades in both business and education sectors. Clients are leaders who make significant differences in life and at work. His extensive background is in leadership education, curriculum design, program implementation, policy research and development of partnerships.
Frances Hesselbein: Jason says leadership is about more than just getting other people to follow; anyone with a loud voice could do that. In my time with Jason, he revealed his belief that values-based leadership means you make and keep promises, building a strong foundation of belief and trust for emerging leaders around you. I'd like to share our full interview here.
FH: Jason, I believe you are one of the great thought leaders of our time. During many meetings with Peter Drucker, I heard him say, "I just look out the window and see what's visible, but not yet seen." When you look out the window, what do you see?
Jason Womack: Frances, as you've mentored me, I've heard you say, "In today's world and in our own country, we have the lowest level of trust, and the highest level of cynicism and we seem to have forgotten civil discourse in a civil society." What do I see? I see many people wondering who is going to make things better while simultaneously I see that a few leaders are stepping into the spotlight and that is making "all the difference in our world."
FH: Do you have a simple way to think about how leaders get better? How they seek continual improvement? Tell us what you do, to be a better leader.
JW: For any project I participate in, I ask, "Why?" I want to understand - on the deepest of levels - the "So that..." at the foundation of the endeavor.
FH: What Was Your Defining Moment As a Leader?
JW: As a high school teacher, I worked tirelessly to connect with my students and their parents. I regularly planned parent, teacher, student conferences before and after school. During one conference long ago, I learned a critical lesson. I was meeting with a father and his son who was struggling in class. At one point during our conversation, the father turned to his son and said, "Why are you always getting into trouble?"
The boy hung his head, avoided eye contact and answered, "The only time anyone notices me is when I do something wrong." That moment in time changed me. I understood just how fundamental the human need for belonging is; even if it expressed itself as attention getting behavior.
I reflect back on that conversation often when I'm working with people today. I know that they will grow and prosper when they feel acknowledged and know that they belong.
READ FULL INTERVIEW
7th Annual Award Dinner | Excellence in the public, private and social sectors
October 2012 marked the inauguration of formally honoring the work of leaders age 30 and under—NEXT Leaders—at the Institute’s annual Award Dinner, which honors extraordinary leaders from every sector who have distinguished themselves as ethical leaders of integrity and character while serving the common good.
“I spend one third of my time with new generation leaders, who give me renewed hope and energy. Their story is one that provides other young leaders inspiration and encouragement and we are grateful for the privilege of telling it,” said President and CEO Frances Hesselbein.
NEXT Award recipients included:
Jessica O. Matthews and Julia C. Silverman, co-founders of Uncharted Play, whose sustainable, evolving contributions aid children around the world;
Akosua Tyus, who fights for social justice and equality as President of the Washington, DC Branch of the National Association for the Advancement of Colored People (NAACP); and
Shaila Ittycheria and Kane Sarhan, [E]nstitute co-founders, whose passions have turned what seemed to be a great challenge for Millennials into a great opportunity.
In addition to complimentary travel, lodging, and two seats at the Award Dinner, NEXT Award recipients received Institute membership, including a professional development seminar and access to leadership mentoring with selected Institute Ambassadors. Support for the NEXT Award was made possible by the generous contribution of Ginger and Will Conway.
The NEXT awardees joined four distinctive Leader of the Future Award recipients:
General Peter W. Chiarelli (U.S. Army, Ret.),CEO of One Mind for Research, an independent, non-profit organization bringing together health care providers, researchers, academics and the health care industry—on a global scale—to cure all brain disorders. General Chiarelli served as the 32nd Vice Chief of Staff of the United States Army (August 2008 – January 2012). He is a tireless advocate for eliminating the stigma associated with Service Members and Veterans, and creating treatment opportunities for the invisible wounds of war.
Michael and Kass Lazerow,co-founders of Buddy Media, Inc., who are self-proclaimed “serial entrepreneurs” who have co-founded four successful internet-based media companies. At the heart of each company is a passion for creating, managing and growing organizations from the ground up, who dedicate time and energy to social causes.
Commissioner Charles H. Ramsey,Philadelphia police Department,
a man of honor, service and integrity, who brings over forty years of knowledge and experience in advancing the law enforcement profession of three major city police departments: Chicago, Washington, DC, and Philadelphia.
Our inspiring leaders gave us much on which to reflect the evening of October 16:
- General Chirelli shared the reality of times: 67% of soldiers in 2012 return home afflicted with post traumatic stress and traumatic brain injuries.
- Commissioner Ramsey noted the most important contribution any of us can make: identifying new leaders and focusing on training and developing them.
- Kass and Mike Lazerow showed us, by example, that a husband and wife startup team can work well together, and that a great technology company can be built in New York, on the foundation of humility, imperfection and honesty.
We'd like to invite you to VIEW PHOTOS
from the Award Dinner.
To all of our sponsors, again THANK YOU!
Creating a Virtual Commons
Just as public radio was created to be a commons, a place—according to broadcast journalist Jay Allison—“where citizens convene to speak and listen in the common interest,” virtual conversation through web-based (and mobile) technologies have allowed users to express their personal experience and learn from and relate to others a million miles away, while suspending judgment or prejudice of age, race, lifestyle or political affiliation.
As a nonprofit organization committed to strengthening the leadership of the social sector, and their partners in business and government, the Hesselbein Institute looks for ways— utilizing technology, which honors a dedication to sustainability and resource efficiency—to share wisdom and resources with a diverse, multicultural community.
“We have learned we cannot simply say, ‘Here are resources that will enhance your leadership.’ We have found that only by focusing on the realities and concerns of the customer can we create the platform that enables the opportunity for our customers to address and discuss their own critical management issues,” says President and CEO Frances Hesselbein.
Since 2010, the Hesselbein Institute has partnered with the Global Dialogue Center—the brain child of author and thought leader Debbe Kennedy—to deliver free, online, interactive webinars
; creating a commons where diverse groups convene, speak and listen.
According to Kennedy, “Collaborating with Frances Hesselbein created a diverse leadership happening within a virtual meeting place that provided common ground.”
Global in scope, these online gatherings have resulted in conversations prompted by participants across cultures, sectors and industries, who, prior to each gathering, are invited to share ideas and questions—valuable input that is then used as dialogue themes addressed during the event.
“Peter Drucker taught us that the most important way to develop people is to use them as teachers,” says Hesselbein, who has traveled to more than 65 countries sharing her values-based leadership philosophy. “No more do I have to struggle with my calendar and 15-hour flights to Asia and elsewhere. Malaysia calls, ‘We want you to come to Kuala Lumpur to speak to 900 businessmen and women.’ My immediate response: ‘Thank you. I will be there.’ And then I describe the exciting live virtual dialogue.”
Since 1990, the Global Dialogue Center
has been known for its award-winning ability to develop and deliver innovative, personalized products and services. The team includes published writers, a resident artist, pianist, and more than twenty years of extensive experience working with senior leaders across sectors.
“Our goal for the 2012 Being a Leader
series was to think beyond the walls of what we’ve previously done to creatively weave a combination of opportunities that support and foster the passion to serve, the discipline to listen, the courage to question, and facilitate knowledge sharing and learning across diverse borders,” says Kennedy.
From the participation of corporate organizations including Walmart, IMB, HP, and Boeing to public and social sector organizations including The Department of Education, The American Red Cross, Girl Scouts of the USA, to social entrepreneurs, small business owners, and students representing New York University, Johns Hopkins, Indiana University, Penn State University, Michigan State, University of South Carolina, Rollins College, Notre Dame, and The University of Manchester...to name a few…the BEING a Leader LIVE online conversations have revealed powerful common threads—secrets to turning communication into interactive dialogue, listeners into participants.
Focus on THEM not US. The contribution and consideration the customer brings to a virtual space is essential. By developing pre-session questions that instantly engage participants, the customer as an individual is recognized and diversity in content input is received.
Keep your PROMISES
. According to Seth Godin
, “Authenticity, for me, is doing what you promise.” Maintaining a ‘no gimmick’ philosophy allows customers to feel comfortable and allows you to keep your promises.
Small DETAILS matter. Over time, webinars have developed a reputation marked by mixed reviews and results. Debbe Kennedy explains that producing memorable online global leadership gatherings requires planning and many small details. “At the Global Dialogue Center, we continue to learn it’s not about having a webinar. It is about creating a memorable experience. Five success factors seem to play a key role: Choice of partners, an involved keynote, session design, collaborative promotion, and engaging participants in the process.”
Our intentions, values, and heart BUILD TRUST. Kennedy believes intentions, the values you live by, and your heart speak loudly to others in the silence on the virtual plane. “More and more leaders and innovators are developing this kind of “sixth sense” as they learn to effectively develop a rich communication, working together with others in new ways through technology.”
A Personal Invitation for You...
You're invited to join
Presidential Medal of Freedom recipient and author Debbe Kennedy ONLINE on October 18—along with more than 200 leaders and innovators from nearly 20 countries—at 1:00 pm EST. Imagine how a conversation on these three timely topics could help you take your leadership to a new level:
- Staying MOTIVATED as
- Working in the VIRTUAL WORLD
- "TO SERVE" as a core leadership principle
For the Hesselbein Institute and its diverse ambassadors, virtual engagement has represented a new avenue of global leadership development, provided an online inclusive platform for meaningful dialogue and idea exchange and promoted greater understanding and acceptance of cultural collaboration. How have you, or your organization participated and been affected by virtual dialogue?
Admired | 21 Ways to Double Your Value, by Mark and Bonita Thompson
Imagine how it would feel to be fully valued for what you do best. Executive coaches and venture capitalists Mark and Bonita Thompson have found that your levels of engagement and enjoyment are directly related to whether or not you feel your goals are meaningful—in other words, research reveals that people are happiest and most motivated when the admiration they seek is for something that matters.
Both Mark and Bonita discovered their mission in life—to help people and their organizations realize their greatest potential value—at a young age. To discover what makes people valuable, respected, and admired, they conducted surveys and engaged with hundreds of the world’s most successful people face-to-face from Nelson Mandela, Richard Branson and Steve Jobs to the Dalai Lama.
Admired profiles strategies and tools to increase the value you give and receive. Here are a few:
- The first rule of taking action: Don’t wait to be asked.
- Opportunities for your team to test their skills and shine don’t always come along conveniently pr planned. Routinely ask your team members to work on projects that develop skills they’ll need for larger projects.
- Keep faith in yourself and your passion: everyone who does interesting, creative work when through a period of years making work that they knew wasn’t their best. If you are at that phase, it is normal.
- You can’t be the boss of someone else’s likes
- When you appreciate what’s valuable to you first, then seek sincerely to understand and connect with what drives the people who matter to you with depth and clarity.
Your Best Just Got Better, Work Smarter, Think Bigger, Make More, by Jason Womack
Do you have a colleague who is a spreadsheet genius? Or a tech wizard? Sit down and watch them work.
What time do you normally show up for a scheduled meeting? Learn the most efficient and appropriate time to arrive.
Give yourself the gift of your own attention.
Productivity expert, executive coach, and author Jason Womack invests his time, energy and focus assisting others with their productivity and business performance. His new book, Your Best Just Got Better
: Work Smarter, Think Bigger, Make More allows readers to recognize their own habits and routines – a significant aspect which leads to personal productivity and goal achievement.
Throughout the book—which links the inner workings of the psyche to our physical actions throughout the day—Womack provides a blueprint for setting goals, being consistent and taking action. “If you are waiting until you have time to decide what you’re going to do when you have time, you’ll always be behind,” writes Womack, “there are 95 15-minute blocks in a day to be productive.”
Womack’s wisdom is dispensed in easy to remember acronyms including IDEA (Identify, Develop, Experiment, Assess) MIT (Most Important Things) and ABR (Always be Ready).
Your Best Just Got Better is like having Womack on call as your personal coach—24 hours a day. We are called to clarify our habits, build mindset-based strategies, and be proactive. According to Womack, “Effective and lasting leadership demands you balance your skills and interests with your time and your focus.”
Be a Change Agent