Issue 90
GROW: How to Change the Narrative of Business
Jan. 25, 2012 - By: Jim Stengel
“In addition to its wider positive impact, a devotion to brand ideals will do more for your own business and career than any other factor. Maximum business growth and high ideals are not incompatible. They’re inseparable.”
Jan. 25, 2012 - By: Jim Stengel
“In addition to its wider positive impact, a devotion to brand ideals will do more for your own business and career than any other factor. Maximum business growth and high ideals are not incompatible. They’re inseparable.”
Transcendent Leadership: How to Lead Anyone, Anywhere, Anytime
Jan. 25, 2012 - By: Les McKeown
“What if each successive leadership role brought out more of what makes you you, rather than asking you to compromise your core values, bury your deepest wishes, hold ransom your dreams? Having coached and advised hundreds of leaders, I know this isn’t a pipe dream.”
Jan. 25, 2012 - By: Les McKeown
“What if each successive leadership role brought out more of what makes you you, rather than asking you to compromise your core values, bury your deepest wishes, hold ransom your dreams? Having coached and advised hundreds of leaders, I know this isn’t a pipe dream.”
Shift & Reset
Jan. 25, 2012 - By: Brian Reich
“There are lots of excuses for not making real, demonstrable changes in the way we live, work, and how we interact as individuals and engage in groups/communities. I have heard them all. I have used many of them myself. But they are bullshit. All excuses are.”
Jan. 25, 2012 - By: Brian Reich
“There are lots of excuses for not making real, demonstrable changes in the way we live, work, and how we interact as individuals and engage in groups/communities. I have heard them all. I have used many of them myself. But they are bullshit. All excuses are.”
It Really is As Simple As ABC: What Leaders Can Learn from Masterful Orators of the Past
Jan. 25, 2012 - By: Matt Eventoff
“Millions of meetings and presentations occur daily. Each of these presentations is meant to drive 'someone' to do 'something.' And what do the vast majority of [them] have in common? Unfortunately, they usually fail to get anyone to do anything.”
Jan. 25, 2012 - By: Matt Eventoff
“Millions of meetings and presentations occur daily. Each of these presentations is meant to drive 'someone' to do 'something.' And what do the vast majority of [them] have in common? Unfortunately, they usually fail to get anyone to do anything.”
Make Social Media Sell—Now
Jan. 25, 2012 - By: Jeff Molander
“The 'social media revolution' is over-hyped nonsense. The real business opportunity is to become more relevant and meaningful to customers in ways that create sales.”
Jan. 25, 2012 - By: Jeff Molander
“The 'social media revolution' is over-hyped nonsense. The real business opportunity is to become more relevant and meaningful to customers in ways that create sales.”
Issue 89
The Promise of Entrepreneurship
Dec. 7, 2011 - By: Adelaide Lancaster
“We are made to believe that when it comes to business success, bigger is always better. In our super-sized, consumption-oriented culture, not even small business is exempt from the pressure to grow for growth’s sake. ... There is an alternative that is both rewarding and attainable—it just requires rethinking things a bit.”
Dec. 7, 2011 - By: Adelaide Lancaster
“We are made to believe that when it comes to business success, bigger is always better. In our super-sized, consumption-oriented culture, not even small business is exempt from the pressure to grow for growth’s sake. ... There is an alternative that is both rewarding and attainable—it just requires rethinking things a bit.”
Leading Transformation and Captivating Communities
Dec. 7, 2011 - By: Brian Solis
“At the center of any revolution is the burning desire to bring about change. But it always comes down to people, shared experiences, and a common ambition. And it is people who need one another for leadership, support, and inspiration. What’s missing from the equation is your vision and leadership.”
Dec. 7, 2011 - By: Brian Solis
“At the center of any revolution is the burning desire to bring about change. But it always comes down to people, shared experiences, and a common ambition. And it is people who need one another for leadership, support, and inspiration. What’s missing from the equation is your vision and leadership.”
Blending Art & Science To Create More Effective Ideas
Dec. 7, 2011 - By: James Trezona
“Blending art and science is about collaborating in ideas generation: the inter-relationship is critical, you can’t have one thing without the other. A bunch of code or data is just a bunch of numbers without the art.”
Dec. 7, 2011 - By: James Trezona
“Blending art and science is about collaborating in ideas generation: the inter-relationship is critical, you can’t have one thing without the other. A bunch of code or data is just a bunch of numbers without the art.”
Does Your Customer Really Need You? Lessons from Zappos
Dec. 7, 2011 - By: Joseph Michelli, Ph.D.
“Let’s face it, every business is at risk of becoming a commodity, thanks in large part to the speed of information delivery, consumer empowering technologies, and media outlets that tell consumers that the economy is too fragile for them to be spending money.”
Dec. 7, 2011 - By: Joseph Michelli, Ph.D.
“Let’s face it, every business is at risk of becoming a commodity, thanks in large part to the speed of information delivery, consumer empowering technologies, and media outlets that tell consumers that the economy is too fragile for them to be spending money.”
The Business Genome Approach: Finding Your Next Competitive Advantage
Dec. 7, 2011 - By: Andrea Kates
"You have the wrong tools. And you use them the wrong way. It isn’t your fault. You were taught, as we all were, to make forecast models out of past results. ... But, now, the rules have changed: our game plans have gone public, and whoever knows what the customer will do next wins.”
Dec. 7, 2011 - By: Andrea Kates
"You have the wrong tools. And you use them the wrong way. It isn’t your fault. You were taught, as we all were, to make forecast models out of past results. ... But, now, the rules have changed: our game plans have gone public, and whoever knows what the customer will do next wins.”
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