Issue 120 | Published Aug. 20, 2014

Harvesting the Low-Hanging Fruit: The Easy Road to Higher Earnings Harvesting the Low-Hanging Fruit: The Easy Road to Higher Earnings
By Jeremy Eden & Terri Long

Published Aug. 20, 2014 12:00 p.m. - “The blinding rate of innovation over the past few decades has turned yesterday’s ‘impossible’ into today’s ‘of course.’ But one area has experienced a near complete lack of innovation over that same time period: the ways executives manage ... ”
Generation We: Why <i>Me</i> Doesn’t Work for One and Everyone, and What <i>We</i> Can Do to Change It Generation We: Why Me Doesn’t Work for One and Everyone, and What We Can Do to Change It
By Steven Smith & David Marcum

Published Aug. 20, 2014 12:00 p.m. - “Why does society tend to work in opposition to WE if WE is clearly a superior strategy? Why don’t human beings make stronger moves to get past ME ... ”
Improvise Your Way to Success Improvise Your Way to Success
By Steve Yastrow

Published Aug. 20, 2014 12:00 p.m. - “The bottom line is that no one wants to be assaulted by one-way communication (a sales pitch). Rather, customers need to be invited into two-way conversations where we can be heard and understood.”
Beyond Keeping Afloat: How Established Business Can Get Breakthroughs Beyond Keeping Afloat: How Established Business Can Get Breakthroughs
By Tony Davila & Marc J. Epstein

Published Aug. 20, 2014 12:00 p.m. - “What can be done to avoid the seemingly inevitable drought of innovation that comes along with building and cementing the apparatus of an established organization? How, as an established organization, do we maintain, and perhaps even build on the successes we have achieved?”
Creating a Coaching Culture: A Playbook to Build Winning Business Teams Creating a Coaching Culture: A Playbook to Build Winning Business Teams
By Nathan Jamail

Published Aug. 20, 2014 12:00 p.m. - “In business, most of our employees are not as good as they could be—not because of our love for them or our desire to make their lives better than ours, but ... because most of the time we think they are not worth the effort to really coach them.”
Sell Yourself First Sell Yourself First
By Tom Hopkins & Ben Katt

Published Aug. 20, 2014 12:00 p.m. - “People buy you first! It doesn’t matter if you’re meeting people for the first time in a social or business situation, you won’t get far unless you sell yourself first.”

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Issue 119

The Caring Mandate
July 23, 2014 - By: Carol Sanford
119 “It is very common to hear sales and marketing leaders talk about ‘relationship.’ ... We have to go toward something deeper and more at the core of relationship. I call it the Essence-to-Essence connection. Something in us connects with something outside of us, at a core level, and meaningful magic happens.”

The Digital Marketer’s Manifesto
July 23, 2014 - By: Lisa Leslie Henderson & Larry Weber
119 “To succeed in a customer-centric world, we must truly see our customers. Not stalk them, but understand them. ... Indeed, the ability to see—to know where to look, to decode meaning from a glut of information and interactions, and reflect that understanding in our customer experience—is today’s primary source of competitive advantage.”

Gravy Train or Train Wreck? Which Leadership Train Are You On?
July 23, 2014 - By: Kirk Dando
119 “All leaders are conductors, steering their corporate ‘trains’ onward, upward and ever forward with knowledge, experience, confidence and enthusiasm—and, above all else, passion and a sure and steady hand. So ... exactly what kind of train are you running here?”

The Four Faces of Change: A Tool for Change Readiness
July 23, 2014 - By: Kevin Allen
119 “I don’t believe much in change ‘management.’ That suggests we have the power to change forces much greater that we are. I do very much believe in change readiness—preparing yourself and your team for the opportunities that change affords.”

The Road (to Reinvention) Is Calling
July 23, 2014 - By: Josh Linkner
119 “Companies, communities, and individuals fall for many reasons, but one of the most common—and easily avoidable—is the failure to reinvent. Those who feel the most secure in the status quo are in fact the most vulnerable. ... The disruption of ongoing innovation eventually topples any organization that fails to keep moving—to reinvent.”

The Most Important Company In the World: Intel, Moore’s Law, and the Heartbeat of Civilization
July 23, 2014 - By: Michael S. Malone
119 “We now live differently, learn differently, communicate differently, an ultimately, think differently. … We have internalized Moore’s Law. Its beat is now our heartbeat; its pace of change is now the heartbeat of civilization.”

Issue 118

Against the Odds: Startups that Make It
June 11, 2014 - By: Derek Lidow
118 “It is one of our saddest economic statistics: More than half small businesses fail within a few years of startup. ... I think that the solution is deceptively simple: entrepreneurs should stop thinking so much about the idea behind the business and focus instead on how to lead it.”

How to Unlock Employee Ideas to Power Your Organization
June 11, 2014 - By: Alan G. Robinson & Dean M. Schroeder
118 “It is time to change the way we run our organizations. Today, a growing number of organizations are becoming very good at promoting front-line ideas, and as a result are reaching extraordinary levels of performance.”

The Nature of Investing
June 11, 2014 - By: Katherine Collins
118 “We are all investors. We invest our time, our energy, our money. We invest every single day, as citizens, as consumers, as businesspeople. […] We need to reengage with investing in its essential, connected form—to reintegrate our professions with the real world, instead of the world on the screen. But how?”

Seven Steps to World Domination
June 11, 2014 - By: Lori Ann LaRocco
118 “You don't have to be a billionaire in order to be at the top of your game. In fact, you have more in common with the world’s most successful business leaders than you may think—you are probably already using some of the strategies they use without being aware of it.”

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