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Saturday, November 28, 2009

links for 2009-11-28

Friday, November 27, 2009

links for 2009-11-27

Tuesday, November 24, 2009

links for 2009-11-24

Monday, November 23, 2009

links for 2009-11-23

  • Ronald A. Heifetz, co-founder of the Center for Public Leadership at Harvard University's John F. Kennedy School of Government, is known worldwide for his seminal work on the practice and teaching of leadership. He delivered this address Oct. 14, 2008, at the Convocation & Pastors School at Duke Divinity School.
  • Knowing the difference between adaptive and technical challenges is one of the key tasks of leadership, says Ronald A. Heifetz in an interview with Faith & Leadership.
    (tags: leadership)
  • From National Geographic: In the grip of an Ice Age, the Earth's temperature dropped, locking the world's moisture into giant glaciers and bringing intense drought to Saharan Africa. As herds of thirsty animals wandered northeast off the African continent searching for water, human hunters, our ancestors, followed. JOURNEY OF MAN tells the remarkable story of the human journey out of Africa and into the rest of the world, tracing history through evidence uncovered in the Y-chromosome of man's DNA. Traversing six continents, the film takes viewers on a fascinating journey into the hidden world of their ancestry and offers a modern look at our ancestor's lives.
  • DECLARATION of INTENT: We believe there exists a field of collective consciousness — often seen and expressed through metaphor — that is real and influential, yet invisible. When we come into alignment with this field, there is a deeper understanding of our connection with others, with life, and with a source of collective wisdom. The work is on-going and dynamic. We are calling into awareness this field of collective consciousness and invite you to join us in building this discipline of collective wisdom, its study and practice..

Thursday, November 19, 2009

links for 2009-11-19

  • A call to bring the world together… The principle of compassion lies at the heart of all religious, ethical and spiritual traditions, calling us always to treat all others as we wish to be treated ourselves. Compassion impels us to work tirelessly to alleviate the suffering of our fellow creatures, to dethrone ourselves from the centre of our world and put another there, and to honour the inviolable sanctity of every single human being, treating everybody, without exception, with absolute justice, equity and respect.
  • From ChangeThis: “Introverts. The world needs us, can't live without us, and often doesn't quite get us. However, we persist, mostly behind the scenes, quietly contributing to society—writing, creating, designing, researching, solving problems, and digging for treasures ancient and new. Are you one of us? If you're more of a Warren Buffett than a Donald Trump, and more of a Greta Garbo than a Madonna, you've come to the right place. It's time for you to stop hiding from the spotlight. Time to get recognized and compensated for your gifts. Rather than buying in to the common misconceptions about introverts, you'll apply your quiet strengths to raise your visibility in a way that feels right for you. And guess what? You don't have to brag. Not even remotely. You can promote yourself authentically without the ‘ick’ factor.”
  • From ChangeThis: 1. A fast-acting anti-venom to the business-as-usual mode of high task/low relationship, self-serving agendas, directing and telling, anonymous feedback, holding people accountable, excessive use of jargon and mandating initiatives that cause people to weep on too many fine days.

    2. The act of acquiring your most valuable currency—emotional capital.

    3. Also signals the acquisition of squid eye (more on this later) and the demise of truth-telling squeamishness and ethical squishiness."





  • From ChangeThis: “How you apologize is your humanity litmus test. Let’s face it, at some point; your business will suffer a failure that disappoints customers. How your company reacts, explains, removes the pain, and takes accountability for actions signals how you think about customers, and the collective heart of your organization. Grace and wisdom guide decisions of beloved companies toward accepting responsibility and resolving the situation when the chips are down—not accusations and skirting accountability. Repairing the emotional connections well is a hallmark of companies we love. It makes us love them even more.”




  • From Hunter Lewis at ChangeThis: Whether one looks at our ailing planet, our ever less affordable healthcare, or our failing economy, we see the same underlying problem: a rejection of maturity in favor of a childish refusal to look ahead. What we need instead is a more complete and all-encompassing concept of sustainability."




  • From Change This: "As I go out into the world and teach people about creative thought, I’m often asked by managers 'how to' apply this in an organization. They want me to talk about 'corporate creativity' and 'innovation management' and at first blush, to me, 'corporate creativity' seems like a [George] Carlinesque oxymoron. It seems like two words that contradict each other, like 'jumbo shrimp,' 'military intelligence' and 'borrowing brilliance.' Corporations are typically highly structured and highly political, and typically NOT very creative. But they don’t have to be this way. In fact, once you understand the basic mechanics of creative thinking, the basic block and tackling skills of the thinker, you can turn your organization into a creative factory that churns out innovative concepts through intelligent collaboration and the development of a corporate culture that fosters 'corporate creativity.'




  • From ChangeThis: “In the summer of 2008, Lehman Brothers and AIG were renowned power-players and titans of finance. They were innovative, profitable… nearly untouchable. Now, they are insolvent. These are just two in a long line of now-clichéd Wall Street stories: successful company—under pressure to earn bigger profits faster—succumbs to appeal of short-term gains, makes bad bets, and goes bust. Where were the CEOs with plans for the long-term viability of these companies? Where were the board members who were supposed to be minding the store? Where were the shareholders with the knowledge and foresight to shout ‘STOP?’”




  • Grounded in the revolutionary “positive psychology” movement, Ben-Shahar ingeniously combines scientific studies, scholarly research, self-help advice, and spiritual enlightenment in his book. He weaves them together into a set of principles that you can apply to your daily life. Once you open your heart and mind to Happier ’s thoughts, you will feel more fulfilled, more connected . ... and, yes, HAPPIER.


Wednesday, November 18, 2009

links for 2009-11-18

Tuesday, November 17, 2009

links for 2009-11-17

  • From Jeremiah Owyang: As Social Customers Become More Empowered, Organizations Must Have A Listening Strategy As we approach 2010 planning companies need a strategy around listening. Sadly, most companies, and their agency partners don’t know why to listen or how. As a result, they must identify which stage of listening they are at, and then set a goal on which stage they see to aspire in 2010. I originally published this matrix for client workshops and a keynote presentation on developing listening and advocacy programs, and I’m going to continue to share more and blow-out each of my slides.
  • by Philip Greenspun. Discusses how writing itself has changed because of the availability of the Web and the Weblog.
  • At its best, written fund-raising and marketing discourse should read like a conversation sounds—filled with personal views, concerns, stories and emotion. But my linguistics research reveals that these genres actually read more like doctoral dissertations than the lively banter of friends over a cup of coffee. Most discourse—especially the writing of fund raisers—creates little interpersonal involvement and contains less narrative than academic prose and official documents. , It was this problem that framed the mission of The Written Voice—to infuse the written text with the passion of speech. At institutions of higher education, the urgency of this mission is reflected in the virtual absence of research agendas and course offerings on the language of fund raising.
  • graduated from Yale University and the University of California at San Francisco medical school, where he also completed his neurology residency. At age thirty-three, he was appointed chief of the Division of Neurology at Mt. Zion-UCSF Hospital, where he subsequently became Associate Chief of the Department of Neurosciences. His writings include the recent book On Being Certain: Believing You Are Right Even When You're Not, three critically acclaimed novels and a neuroscience and culture column at Salon.com-- Mind Reader. He lives in the San Francisco Bay Area.
  • From Strategy+Business: Neuroscience research is revealing the social nature of the high-performance workplace.
  • From ChangeThis: "Sometimes life comes up from behind you and kicks you in the ass, which is how it tells you that you’re supposed to be moving in an entirely different direction. Maybe you’re fighting a losing battle in a relationship or career. Maybe you’ve neglected your health, and its coming back to haunt you. Whatever it is, we’re all born with talents, and some of us have chosen to pursue them and some have preferred to stay in the 'Safe' zone. In tough times, you have to dig deep because all the extraneous layers are stripped away and you’re faced with a decision. Go for it or not? It’s up to you."
  • From ChangeThis: "If conventional approaches aren’t working, then what should we do? Instead of attacking people’s weaknesses, we need to find the strength that is hidden inside their apparently negative characteristics. It is time to stop trying to create well-rounded and balanced employees. We need employees that are unbalanced. We need employees that are freaks. It is time to build a freak factory."
  • From ChangeThis: "I believe we need something no less than a new kind of leader. Most social commentators today, from Sarah Palin to Barack Obama, note that we need leaders we can trust, leaders who can compete on price, quality and social needs—from avian and swine flu, to new forms of energy, and better cars, computers and homes. We need to combine the best that MBAs get with what Masters of Public Administration know and get in their experiences of a lifetime. How is this possible? And where will they work?

    This essay explores what I mean by social response capitalism—sometime quite necessary but still missed by Fox News and the Heritage Foundation, as well as by most of the liberal leaning members of our thought establishment. Is this a new form of capitalism? Is it a deviant form of socialism? Or simply a new way to compete in a smaller more integrated and globalized world?”





  • From ChangeThis: By Bob Gilbreath. Four years ago, I grew frustrated with the lack of brand investment in digital marketing and set out to understand the fundamental reasons why this promising new space was still only attracting a small sliver of marketers’ multi-million-dollar budgets. I set out to discover an alternative path, starting with the handful of our clients that had put digital in the forefront of their strategy, and then broadening my vision to companies that seemed to be enjoying success with a completely different course. I found that these organizations had a common approach: People were choosing to engage with their marketing and they were using marketing itself to add value to their customers’ lives. I called this approach 'Marketing With Meaning' and captured the model in a book that was recently released: The Next Evolution of Marketing: Connect with your Customers by Marketing with Meaning.




  • From ChangeThis: We're smack in the middle of "perfect storm" conditions for young entrepreneurs, which means that if you haven't already noticed that the CEO down the road may look more comfortable at the local skate park than in a board room, you will soon. As it turns out, the entrepreneurs of Generation Y (those born between 1977 and the mid-nineties) are really quite extraordinary. So if you are tempted to dismiss business owners in their twenties as self-centered, arrogant dilettantes
    who approach the start-up process like a teen with a new video game, better think again. Humor me for a few minutes, and consider that you may even have a thing or two to learn from them.


Friday, November 13, 2009

links for 2009-11-13

  • Color is very personal, and just as our “palette” for certain tastes is not quite the same as anybody else’s, we all see color differently. As you mature as an illustrator, you become more adept at mixing color and developing a palette all your own. Newbies tend to use “straight out of the tube” color. That is, the colors that come pre-loaded every time you start your drawing software.
  • The Girl Effect, n. The powerful social and economic change brought about when girls have the opportunity to participate in their society.
  • From The Font Bureau: Redesign of The Washington Post

Wednesday, November 11, 2009

links for 2009-11-11

Monday, November 09, 2009

links for 2009-11-09

  • Part of Deloitte LLP, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. What is created on the edge of the competitive landscape—in terms of technology, geography, demographics, markets—inevitably strikes at the very heart of a business. Our mission is to identify and explore emerging opportunities related to big shifts that aren’t yet on the senior management agenda, but ought to be. While we’re focused on long-term trends and opportunities, we are equally focused on implications for near-term action, the day-to-day environment of executives.
  • Visiting scholar at USC and the independent co-chairman of the Deloitte Center for the Edge. In a previous life, the Chief Scientist of Xerox Corporation and the director of its Palo Alto Research Center (PARC). Deeply involved in the management of radical innovation and in the formation of corporate strategy and strategic positioning of Xerox as The Document Company. Today, Brown is Chief of Confusion, helping people ask the right questions, trying to make a difference through my work- speaking, writing, teaching.
  • From Strategy+Business: Neuroscience research is revealing the social nature of the high-performance workplace.