Issue 133 - Published Sept. 16, 2015
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?”
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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.”
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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.”
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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.”
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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.”
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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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