Issue 140 | Published April 13, 2016

Executive Presence: Getting to the Bottom of What Takes Leaders to the Top Executive Presence: Getting to the Bottom of What Takes Leaders to the Top
By Suzanne Bates

Published April 13, 2016 11:00 a.m. - “The factors that determine whether you’ll get promoted to a top job can be rather mysterious. After all, you can have the experience, skill and technical know-how, and still feel stuck in your career. How can you demystify this process and put yourself in a position to be considered for top jobs?”
More
Sharing Power: Why It Requires Deep Personal Change Sharing Power: Why It Requires Deep Personal Change
By Robert J. Anderson & William A. Adams

Published April 13, 2016 11:00 a.m. - “Our approaches to change are far too casual about both asking managers to let go of control and assuming that others will want increased responsibility. When we redistribute power, we ask people to reconstruct themselves—and that requires deep personal change.”
More
Getting China Right Getting China Right
By Arthur R. Kroeber

Published April 13, 2016 11:00 a.m. - “China’s spectacular economic growth has been one of the most significant events of the past two decades. … We need to understand how China works (and how it doesn’t), why it works the way it does, where it might be headed in the coming years, and what this means for the rest of the world.”
More
Mission <strike>Im</strike>possible: How to Avoid Procrastination Mission Impossible: How to Avoid Procrastination
By Helene Segura

Published April 13, 2016 11:00 a.m. - “Procrastination can make life miserable. It’s unnecessary stress that we bring upon ourselves. Overcoming procrastination comes down to thought control and self-regulation. It’s all about mind management. Realizing that you’re dragging your feet is the first key.”
More
Profit with Purpose: The New Guiding Conscience of Global Capitalism Profit with Purpose: The New Guiding Conscience of Global Capitalism
By Billee Howard

Published April 13, 2016 11:00 a.m. - “For a brand to be truly successful over the long-term, as benchmarked against the world’s leading companies, it must innovate and create for the we and not the me, and also aim to profit in ways that provide collective purpose beyond a self-interested, fattened bottom-line.”
More
The Door to Door Manifesto: How to Fix Traffic. Now. The Door to Door Manifesto: How to Fix Traffic. Now.
By Edward Humes

Published April 13, 2016 11:00 a.m. - “The U.S. economy suffers a $160 billion annual hit in lost productivity from traffic jams … Long and congested commutes even correlate with higher rates of divorce, stress, obesity and chronic pain. But all of this pales in comparison to the one, big, dirty secret of traffic: We know how to fix it.”
More

  • Thumbnail for 140.06.ExecutivePresence
  • Thumbnail for 140.04.MasteringLeadership
  • Thumbnail for 140.02.ChinasEconomy
  • Thumbnail for 140.05.InefficiencyAssassin
  • Thumbnail for 140.03.WeCommerce
  • Thumbnail for 140.01.DoorToDoor




Issue 139

Fast Coaching for Busy People: How to Coach in 10 Minutes or Less
March 16, 2016 - By: Michael Bungay Stanier
139 “Coaching’s something everyone can do, do quickly, and do in a way that will have a significant impact on performance and satisfaction. But to make it work for the time-crunched manager, you need to follow three principles.”


Am I Authentic Yet?
March 16, 2016 - By: Karissa Thacker
139 “It is helpful to think of authentic leadership as a state not a trait. That allows us to ask a powerful question. How do we cultivate the state of authentic leadership? … It also leaves room for all of us flawed humans to be in a state of authentic leadership for periods of time.”


Closing the Decision Quality Gap
March 16, 2016 - By: Carl Spetzler, Hannah Winter, Jennifer Meyer
139 “One of the virtues of DQ is that it allows us to know if we’ve made a good decision at the time we are making it. If we’ve correctly followed the process, we can confidently state that ‘We made the best possible choice given our alternatives, the available information, future uncertainties, and the things we can control.’”


Ending Pay Secrecy: Why Keeping Salaries a Secret Leads to Disengagement and Decreased Performance, and How Revealing Pay Information Can Actually Increase Performance
March 16, 2016 - By: David Burkus
139 “It turns out pay transparency—sharing salaries openly across the company—makes a better workplace both for employees and for the organization.”


Reading Books Won’t Future-Proof You. Here’s What Will.
March 16, 2016 - By: Erika Andersen
139 “Real learning is almost always at least somewhat uncomfortable. It’s figuring out how to operate in new ways; questioning your assumptions; putting new ideas into practice. Real learning takes you out of the tried-and-true, and into that murky, disturbing land of I’m-not-very-good-at-this.”


The New Way to Get Noticed
March 16, 2016 - By: Barbara Cave Henricks & Rusty Shelton
139 “Media and information are everywhere, and billions of us are habitually tuning in throughout the day, beginning with that morning smart phone check. … Not only is there opportunity to create content and display it on the virtual billboard that exists online, but there is a chance to create a strategy for capturing even more value from your messages.”



Issue 138

There is Nothing Wrong with You: The Entrepreneurial Personality Type (EPT) and the Future of Everything
Feb. 17, 2016 - By: Alex Charfen
138 “From the very beginning of human society, a part of the population has consistently driven our positive evolution. The have made enormous contributions to the world, and yet today they are often the first to be medicated, jailed, or put in rehab.”


Make People Love Your Brand Instantly: The Powerful Attraction of Love-At-First-Sight Names
Feb. 17, 2016 - By: Alexandra Watkins
138 “Most firms fear that if their name is unconventional, they won’t be taken seriously. But a clever business name is your welcome mat. It suggests, ‘We’re lots of fun and you’re going to love working with us!’”


Culturally Intelligent Innovation: Diversity × CQ = Better Solutions
Feb. 17, 2016 - By: David Livermore
138 “Diversity is undoubtedly one of the best sources of innovation. But it’s not automatic. Diversity by itself does not lead to better solutions. Cultural intelligence, or CQ, is the differentiating factor.”


Kill Your Darlings: How High Performers Achieve Extraordinary Growth
Feb. 17, 2016 - By: Al Pittampalli
138 “High performers are not only receptive to information that might threaten their favored beliefs, they go out of their way to seek it out themselves. In doing so, they kill their darlings.”



View more...






Search manifestos:
« Using the Issue Browser
Scroll with arrow keys or click on a thumbnail to preview each manifesto in this issue.

Recent Popular Manifestos



View all




TWITTER