Issue 133 | Published Sept. 16, 2015

Thinking Our Way Out of the Darkness Thinking Our Way Out of the Darkness
By Angie McArthur & Dr. Dawna Markova

Published Sept. 16, 2015 10:00 a.m. - “We take for granted that intelligence occurs within our own minds. We don’t realize that it also occurs between us. What keeps us from tapping into that intelligence and communicating effectively is that most of us don’t know how to think with people who think differently than we do.”
Why We Don’t Get the Leaders We Say We Want Why We Don’t Get the Leaders We Say We Want
By Jeffrey Pfeffer

Published Sept. 16, 2015 10:00 a.m. - “The state of workplaces can only be described as dire. Moreover, there is no evidence that things are getting better over time. What gives? And maybe more importantly for those people worried about companies and their people, is there any hope for a better future?”
Political Savvy is a Leadership Skill Political Savvy is a Leadership Skill
By Bonnie Marcus

Published Sept. 16, 2015 10:00 a.m. - “Imagine for a minute, a workplace where everyone is aligned with business objectives; where everyone understands the value they contribute; an environment where people actively seek to build mutually beneficial relationships across the organization. In other words, a workplace of politically savvy individuals.”
Why Grit is The New Black Why Grit is The New Black
By Linda Kaplan Thaler & Robin Koval

Published Sept. 16, 2015 10:00 a.m. - “Grit is the most accurate predictor of success in achieving life goals. Grit is about sweat, not swagger, character, not charisma. Grit is the result of a hard-fought struggle, a willingness to take risks, a passionate pursuit of one’s goals, and the perseverance to continue against all odds.”
The Self-Disruptor’s Manifesto The Self-Disruptor’s Manifesto
By Jay Samit

Published Sept. 16, 2015 10:00 a.m. - “All disruption starts with introspection. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel. Most people avoid this painful process because they are not willing to risk what they have built for the opportunity to have something better.”
Solving The Wrong Problems: Why Behaviors Don’t Change In Organizations Solving The Wrong Problems: Why Behaviors Don’t Change In Organizations
By Todd M. Warner

Published Sept. 16, 2015 10:00 a.m. - “Organizational success seems to breed inertia and a status quo that is self-destructive. The stability that organizations establish in the name of efficiency and operating protocol domesticates employees, and sets in place a web of factors that conspire against behavioral change.”

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Issue 132

How To Be More Valuable Than Machines: Developing Our Most Essential Human Abilities to Survive the Rise of Computers
Aug. 5, 2015 - By: Geoff Colvin
132 “We’re entering an era in which the skills that make you valuable are not only changing—they comprise a fundamentally different kind of skills from those that have made people economically valuable up to now.”

We Are All a Bit Delusional
Aug. 5, 2015 - By: Dan Gregory & Kieran Flanagan
132 “Unfortunately, most of us can’t be above average—the math just doesn’t work. Now clearly, some people are aware that we’re below average in some areas of our lives, even believe that we’re below average on the whole, but overwhelmingly, human beings are a little delusional when it comes to their conception of their own competence.”

A Manifesto for Planet and Progeny
Aug. 5, 2015 - By: Henry Mintzberg
132 “The dogma of Communism was exorcised in Eastern Europe in 1989, only to be replaced by another one. Today the world is haunted by the spectre of an ‘economic man’ and his form of capitalism, seen as the be all and end all of human existence. We shall have to stop the be all before it becomes the end all—of our planet and our progeny.”

Social Drive: How You Can Create Positive Change, Right Now
Aug. 5, 2015 - By: Paul Shoemaker
132 “I don’t want to do anything to deter anyone from believing there is power in the group, in the network. I’m not a fan of false, egotistical, self-centered ‘heroes’ either. But I do believe that the positive social impact one person can create has never been clearer, stronger, and more urgent.”

Do Something YOU Love: Design Your Ideal Life
Aug. 5, 2015 - By: Becky Lynn Smith
132 “In spite of the millions of dollars now being spent by companies on improving engagement, and the hoards of consultants who have ‘the answer,’ 70% of people in the workplace in the United States are either not engaged, or are actively disengaged. There has to be a better way. I believe there is a better way.”

Jars of Clay: Solving the Water Crisis in Guatemala
Aug. 5, 2015 - By: Dennis Welch
132 “In the high country of Guatemala, you’ll find a self-proclaimed 'Social-preneur' CEO with degrees from Notre Dame and Wharton Business School who is on a mission to solve perhaps the biggest problem Guatemalans face in their everyday lives: unsafe drinking water.”

Issue 131

Transforming Business—Successfully
July 8, 2015 - By: Satish P. Subramanian
131 “Enterprises need to constantly innovate business models, products, services, processes, and systems to maintain a strong competitive position in the market-place. [But] Enterprises everywhere are experiencing the ‘business outcome gap’ … the difference between desired business outcomes and realized business outcomes.”

Is Educating All Children Possible? (Based on the Status Quo, No.)
July 8, 2015 - By: Don Berg
131 “At least on the face of it, there is an assumption embedded in this universal policy that they are all expected to be educated. But, is educating all children even possible?”

Local Networks, Global Change: Working Locally through the UN Global Compact
July 8, 2015 - By: Mark Moody-Stuart
131 “It is only through Local Networks that the smaller and purely national and local companies which provide the bulk of employment in almost every economy can become involved. Such involvement has great benefits for all.”

The Customer Room: Grow Your Business by Improving Customers’ Lives
July 8, 2015 - By: Jeanne Bliss
131 “If you’re in the fray of silo-based reactivity to customer issues, the Customer Room will help to emancipate you from those fire drills. It is the glue that unites a leadership team to focus and improve customers’ lives to earn the right to growth.”

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