Manifestos tagged with Business


Self-Promotion for Introverts®: Get Heard More. Even If You Talk Less.
Oct. 14, 2009 - By: Nancy Ancowitz
“Introverts. The world needs us, can't live without us, and often doesn't quite get us. However, we persist, mostly behind the scenes, quietly contributing to society—writing, creating, designing, researching, solving problems, and digging for treasures ancient and new. Are you one of us? If you're more of a ...
Fierce Leadership: A Bold Alternative to the Worst “Best” Practices of Business Today
Oct. 14, 2009 - By: Susan Scott
"There is a bold, compelling line between leadership and 'fierce' leadership. Wherever you are in the world, I hope you’ll join the thousands of leaders who are crossing the line. Fierce Lead•er•ship [feers lee-der-ship] noun 1. A fast-acting anti-venom to the business-as-usual mode of high ...
Breaking Organizational Codependence: Downsizing’s Liberating Wake-Up Call
Sept. 10, 2009 - By: David Noer
"I’m told there is an ancient Chinese curse that translates into 'May you live in interesting times.' That it is a curse certainly rings true as we experience today’s global pandemic of downsizing. Layoff victims and survivors alike react to this new reality with a toxic stew of debilitating emotions such a ...
What’s Your CQ and Why Should You Care?
Sept. 9, 2009 - By: David Livermore
“You’ve heard about IQ and EQ. But what’s your CQ? CQ, or cultural intelligence, is more than just a kitschy catch phrase for cultural competence. It’s a fresh, new approach to leading in our multicultural, globalized world. Cultural intelligence is defined as the capability to function effectively across national, ethnic, and organiza ...
Below C-Level Strategy
Sept. 9, 2009 - By: John Spence
“The CEO and her senior management team have just come back from a three-day offsite in Palm Beach with the new 'global strategy' and now it's your job as a business-line or mid-level manager to figure out how to take these lofty ideas and long-term plans and build an organization to effectively implement them in the real world. Or, you're a small business owner/m ...
Change Master: Why Adapting is the Most Crucial Skill You’ll Ever
Sept. 9, 2009 - By: M.J. Ryan
“In a very real way, what is being asked of us now is no more or less than to become consciously aligned with what life has always required on this planet. In 1956, the father of stress research, Hans Selye wrote in his seminal work, The Stress of Life, 'Life is largely a process of adaptation to the circumstances in whic ...
The Importance of Discovering Your Plan B
Sept. 9, 2009 - By: John Mullins & Randy Komisar
"If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors. How did they get from their Plan A to a business model ...
Green Design with Life Cycle in Mind
Sept. 9, 2009 - By: Kimi Ceridon
“It is not impossible to integrate sustainability into early stages of design. Cradle-to-grave environmental impact analysis methods are rarely used as a metric during product development. In early stages of a project, companies measure feasibility according to money, performance and time metrics. Sustainability is commonly measured at a design cycl ...
F2 | Firefly Manifesto: Remixed
Aug. 12, 2009 - By: Jonathan Fields
“Try this career choice standard on for size. Will this choice allow me to: Spend the greatest amount of time Absorbed in activities and relationships that fill me up While surrounding myself with people I cannot get enough of, and Earning enough to live comfortably in the world? It sounds so simple. This is the standard I’ve used to gui ...
The Hazards of Leading Culture Change
Aug. 12, 2009 - By: Chip R. Bell & John R. Patterson
"When great starts have poor endings, it can leave change pioneers disappointed, hard working organizers disheartened, and skeptics with proof they were correct all along. It makes the next initiative more challenging to launch and the next set of resistors more defiant. However, without needed change the organization risks losing ...



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