Carli Kinnear had a successful career leading change initiatives for large companies. During a trip to South Africa, she was severely injured in a car accident that caused brain damage impacting her memory, reasoning, and problem-solving. After a long recovery process, she was determined to continue her career. She worked hard to present her case for a promotion while still recovering from her injuries. Though she faced setbacks, she eventually received a promotion. The accident profoundly changed her perspective and leadership approach, making her more compassionate and focused on empowering others. She views the accident as an opportunity for personal growth.
This document provides an overview of upcoming events and announcements from the ICF-CO leadership team. It includes messages from the ICF-CO President and President-Elect discussing the importance of courageous authenticity for leaders and coaches. There is also information on member happy hours, education groups, and upcoming in-person and virtual programs from August to October.
This article discusses leadership and the importance of developing emotional intelligence and transformational leadership skills. It argues that many leaders are promoted based on their technical skills alone, which does not guarantee strong leadership abilities. To be an effective leader, one needs to develop skills such as empathy, compassion, and the ability to see others as people rather than objects. The article suggests that life experiences, failures, and hardships can help develop these skills and argues that transformational leadership focused on serving and empowering others is most effective.
The document summarizes the author's experience as a junior counselor at a summer camp. Some of their duties included organizing their cabin, ensuring safety and following rules, and planning fun activities. They faced challenges like being the youngest counselor but learned how to command authority. The experience helped them develop skills like communication, adaptability, and leadership. It was their first time in a management role, and reflecting on it helped them understand qualities needed for effective management like vision, care for their team, and control. Overall, the experience helped them grow and feel prepared for their future career.
The document summarizes the speaker's experience as a junior counselor at a summer camp in Maine. Some of their duties included scheduling activities, ensuring rules were followed, and providing entertainment for the campers. They faced challenges like being the youngest counselor but learned how to command authority. The experience taught them skills like leadership, communication, adaptability, and patience. It was their first experience with management responsibilities and helped them develop an understanding of qualities needed in a good manager like vision, care, and control. Overall, the speaker feels the experience helped them become more independent and prepared for their future career.
This document provides an overview of a training program for finance and insurance (F&I) managers. It begins with an introduction emphasizing the importance of leadership development for F&I managers. It then discusses the concept of servant leadership and its key characteristics. The document includes a self-assessment for F&I managers to evaluate their skills. It also contains sections on developing strong relationships with banks and lenders. Finally, it addresses why many managers fail to become true leaders and instead remain "bosses."
These translators describe how they have shaped their freelance translation work to fit their individual needs and situations over time. One translator now focuses on topics they enjoy like art and travel after starting with less interesting work. Another adapted their schedule around parenting young children and now has more flexibility. A third took a risk going international after their local market declined and found new opportunities despite challenges. They have all tailored their work to find greater fulfillment.
This document provides an overview of upcoming events and announcements from the ICF-CO leadership team. It includes messages from the ICF-CO President and President-Elect discussing the importance of courageous authenticity for leaders and coaches. There is also information on member happy hours, education groups, and upcoming in-person and virtual programs from August to October.
This article discusses leadership and the importance of developing emotional intelligence and transformational leadership skills. It argues that many leaders are promoted based on their technical skills alone, which does not guarantee strong leadership abilities. To be an effective leader, one needs to develop skills such as empathy, compassion, and the ability to see others as people rather than objects. The article suggests that life experiences, failures, and hardships can help develop these skills and argues that transformational leadership focused on serving and empowering others is most effective.
The document summarizes the author's experience as a junior counselor at a summer camp. Some of their duties included organizing their cabin, ensuring safety and following rules, and planning fun activities. They faced challenges like being the youngest counselor but learned how to command authority. The experience helped them develop skills like communication, adaptability, and leadership. It was their first time in a management role, and reflecting on it helped them understand qualities needed for effective management like vision, care for their team, and control. Overall, the experience helped them grow and feel prepared for their future career.
The document summarizes the speaker's experience as a junior counselor at a summer camp in Maine. Some of their duties included scheduling activities, ensuring rules were followed, and providing entertainment for the campers. They faced challenges like being the youngest counselor but learned how to command authority. The experience taught them skills like leadership, communication, adaptability, and patience. It was their first experience with management responsibilities and helped them develop an understanding of qualities needed in a good manager like vision, care, and control. Overall, the speaker feels the experience helped them become more independent and prepared for their future career.
This document provides an overview of a training program for finance and insurance (F&I) managers. It begins with an introduction emphasizing the importance of leadership development for F&I managers. It then discusses the concept of servant leadership and its key characteristics. The document includes a self-assessment for F&I managers to evaluate their skills. It also contains sections on developing strong relationships with banks and lenders. Finally, it addresses why many managers fail to become true leaders and instead remain "bosses."
These translators describe how they have shaped their freelance translation work to fit their individual needs and situations over time. One translator now focuses on topics they enjoy like art and travel after starting with less interesting work. Another adapted their schedule around parenting young children and now has more flexibility. A third took a risk going international after their local market declined and found new opportunities despite challenges. They have all tailored their work to find greater fulfillment.
Radio show 2015 presenters template jenna foxJenna Fox
This document contains advice from several radio and media professionals on how to advance in one's career. Some of the key points made include:
- Treat everyone with respect, from interns to executives, as you never know where people may end up in their careers. Volunteer for projects to demonstrate leadership abilities.
- Make mistakes as opportunities to learn, but don't repeat the same mistakes. Stay out of gossip and focus on being a problem solver.
- Set goals and share them with managers to gain feedback. Develop expertise in an area and become a mentor. Treat clients like you own the business and go above expectations.
- Get involved in the community to build trust and open doors. Publicly praise
Radio Show 2015 - Presenters Template_Jenna FoxJenna Fox
This document contains advice from several radio and media professionals on how to advance in one's career. Some of the key points made include:
- Treat everyone with respect, from interns to executives, as you never know where people may end up in their careers. Volunteer for projects to demonstrate leadership abilities.
- Make mistakes as opportunities to learn, but don't repeat the same mistakes. Stay out of gossip and focus on being a problem solver.
- Set goals and share them with managers to gain feedback. Develop expertise in an area and become a mentor.
- Get involved in the community to build trust and open doors. Praise employees publicly for their successes.
Essay On Gandhi Jayanti For Class 7. Online assignment writing service.Kara Flores
The document provides instructions for requesting writing assistance from HelpWriting.net in 5 steps: 1) Create an account, 2) Complete a 10-minute order form providing instructions, sources, and deadline, 3) Review bids from writers and select one, 4) Review the completed paper and authorize payment, 5) Request revisions to ensure satisfaction and receive a refund for plagiarized work.
The document summarizes the best advice received by 11 self-made millionaires. Some of the key advice pieces included: an insult from a former partner that motivated one person to prove them wrong; becoming an expert in your field; pursuing your goals even if the path is difficult and will take time; focusing on doing your best work while accepting you can't control results; and finding ways to reduce friction for customers. The advice highlights themes of perseverance, self-improvement, trusting your team, and putting customers first.
The document summarizes the student's internship experiences at Genesis Healthcare and Dr. Le Dung Son's Podiatrist Clinic. At Genesis Healthcare, the student worked under the Director of Nursing and Healthcare Administrator, gaining experience in various departments. Genesis is one of the largest skilled nursing providers in the US. At Dr. Le Dung Son's clinic, the student gained experience in administrative duties like scheduling and charting, and shadowed the doctor during some procedures. Both internships provided exposure to different aspects of healthcare administration.
B2 b sales success with Dylis Guyan - international sales trainerDallas McMillan
Interview with Dylis Guyan - International Sales Trainer
http://digitalinfluence.com.au/b2b-sales-success-with-dylis-guyan/
Dylis Guyan has worked a top performing sales professional and sales leader during her early career. After an unexpected event changed her corporate career path, she set out on her own as an independent sales trainer and coach.
In this interview Dylis talks about what motivates her to help businesses improve their sales, how to find your ideal client, and how to approach sales so that clients are thrilled to buy.
Interview URL:
http://digitalinfluence.com.au/b2b-sales-success-with-dylis-guyan/
Video URL:
https://www.youtube.com/watch?v=YrUBweC3yPY
See more Digital Influence Interviews:
http://digitalinfluence.com.au/interviews
This is an essay on how I believe an ideal leader should lead, how they may be different from a a manager and the qualities I would like to see in the leader I choose to be led by.
This document provides examples of common interview questions and sample answers. It includes questions like "Tell me about yourself" and "What are your strengths and weaknesses?" along with detailed responses addressing background, qualifications, and how the applicant's skills align with the role. The document also offers tips for crafting answers and includes examples of questions for the interviewer about the job and organization. Candidates are advised to practice these answers and prepare their own questions ahead of time.
This document is Amanda Groff's leadership portfolio for her leadership minor at Wartburg College. It consists of an executive summary and sections on initiative, service, group work, diversity, ethics, courses in her major, and courses outside her major. In the executive summary, Amanda reflects on how the leadership minor has helped her grow both personally and professionally. She has learned that effective leadership requires adapting your style to different situations and individuals. The portfolio then provides examples from Amanda's experiences that demonstrate her growth in areas like initiative, service, and group work. Overall, the portfolio reflects on how Amanda's involvement in the leadership minor shaped her into a more well-rounded leader.
Simon Rickett explains the psychology of businessSimon Rickett
1) The document discusses strategies for turning an ordinary business into an extraordinary one by changing negative behaviors and mindsets.
2) It describes a story where the author realized two colleagues had stopped setting goals and ambitions, negatively impacting their students.
3) The key strategies proposed are to set ambitious 10-year goals, learn from failures and others' experiences, and use every opportunity as a chance to improve rather than make excuses. The document advocates for believing in your goals and constantly changing to achieve them.
The document summarizes the experiences of several employees in BlueCross's Achievers in Motion (AIM) mentoring program. It discusses how mentees were paired with mentors, highlights some of the activities and lessons learned from interacting with their mentors, and expresses appreciation for the professional development opportunities provided through the program.
1) The document summarizes the speaker's career journey working for the Cooperative Development Authority (CDA) for 30 years, starting from a low-level position and working their way up to Regional Director.
2) It highlights some life lessons learned along the way, including the value of sacrifice, having a growth mindset, focusing on solutions rather than problems, and continuous self-improvement.
3) In their concluding remarks, the speaker expresses gratitude for the opportunities provided by CDA and pride in the accomplishments achieved during their tenure, such as supporting the growth of cooperative businesses and members.
FIRE ENGINEERING April 2013 139www.FireEngineering.comB Y .docxAKHIL969626
FIRE ENGINEERING April 2013 139www.FireEngineering.com
B Y R O N K A N T E R M A N
W
E’VE ALL HAD BOSSES WHO APPEAR TO BE
good leaders but who are terrible managers, and
vice versa. Both disciplines take hard work. Man-
agement entails lots of planning, organizing, staffing, delegat-
ing, budgeting, and other responsibilities. Can you be a good
leader and a good manager at the same time, good at one and
not the other, or lousy at both? Yes to all three! A chief of a
small combination fire department who was a great manager
and administrator could justify an ice delivery to the firehouse
on a 5°F day in February and get the funding from city hall,
but he couldn’t lead the members to the breakfast table—he
had no people skills and tended to mess with the troops
regularly. When I asked him why he did that, he answered,
“Because I can.”
Leadership isn’t necessarily what’s on your collar. Respect
for rank comes with that rank, but respect for you as a person
comes with having the right qualities. Think about the best
leaders, officers, and firefighters you have worked with. What
made them what they were? I’ll guess they were trustworthy,
dedicated, and well-read people with great integrity who had
respect for others at the highest levels.
Also think about the worst leaders you’ve come across. You
can learn from the bad ones, too, because you will know what
not to do!
VISION AND A COMMON BOND
Consider the greatest leaders of all time. They were able to
lead the masses and bring them to the place they wanted their
people to be—for example, Dwight Eisenhower, Abraham Lin-
coln, H. Norman Schwarzkopf, and Fiorello LaGuardia. They
all had one thing in common—vision. If you are going to be a
leader in your organization or the leader of your organization,
you must have a vision. Don’t confuse your vision statement
with a mission statement. Most emergency services organiza-
tions have a mission statement that include words like service,
dedication, best, customer, quick, efficient, effective, ability,
and so forth.
But a vision statement is much different. It’s your oppor-
tunity to dream a little and shape your vision into what you
believe the organization should and could look like. Put aside
the budget and all the other current obstacles, and develop
your vision for your organization. Once you’ve done that,
share it with your staff. It may become a group vision at this
point and then start to filter down to the line.
“Our firehouses are 100 years old. We need new quarters.
My vision is to build new firehouses.” Sounds impossible? If
you don’t believe in your own vision to start with, it will never
come to light. You must believe in it yourself to make others
believe that it’s possible. If a vision just came to you and you
responded, “That will never happen,” either modify the vision
while still keeping with your ideals or change the situation
preventing ful ...
The document summarizes Danielle Moore's presentation at Business Week about finding success and passion in one's career. Some key points from Danielle's talk included stepping outside one's comfort zone, surrounding oneself with people who push growth, and using networking to discover interests and opportunities. The summary highlights how Danielle found her passion for food through her job and networking, which led her to a career with Chipotle where she feels her values are aligned.
Sally Grimes has held several leadership positions in the food industry spanning over 25 years. She currently serves as the CEO of Clif Bar and Co. and believes ethics are crucial to effective leadership. Grimes emphasizes building a cohesive team, making values-driven decisions, and leading by example with strong moral character. Though she has faced challenges like bribery and mismanaged funds, Grimes addresses issues firmly according to company policies. She is motivated to drive innovation at Clif Bar and sees herself achieving new levels of excellence through hard work and vision. Grimes advises aspiring CEOs to be self-driven, learn from others, and establish an ethical culture of critical thinking.
This document introduces the concept of using storytelling to facilitate learning. It describes a personal experience where the author taught a performance management course despite having no management experience. During the course, the author felt exposed but was able to connect with participants by sharing a vulnerable story from their own past about being a difficult employee. This demonstrated how storytelling can help cut through content and get to the core emotional issues. It argues that facilitators guide learners toward their goals by helping them make connections between their experiences and the course material. Storytelling is an effective way for facilitators to demonstrate empathy, build rapport, and foster these connections.
The document contains testimonials from several participants in GiANT leadership programs. They describe experiencing personal growth and development, gaining leadership skills and tools that have positively impacted both their professional careers and personal lives. They found the programs, mentors, and cohort experience to be transformative and feel they are now better leaders and people as a result.
7 Game-changing Tactics For Growth And SuccessHarsha MV
This document provides summaries of lessons learned from successful entrepreneurs at companies like Netflix, Airbnb, Facebook, and others. It discusses the importance of creating a culture that rewards the right behaviors, embracing truth-telling even when it's uncomfortable, designing magical experiences for customers and figuring out how to scale them, hiring people who are stronger than yourself, raising more funding than initially planned for, and focusing on creating products that people truly love rather than just like. The lessons are meant to help guide business decisions and growth.
This document is a newsletter article written by Dr. V. Janaki about her 40-year career journey as a woman with hearing impairment. The 3-sentence summary is:
Dr. Janaki details her experiences overcoming obstacles to have a successful career in academia while balancing family responsibilities, highlighting professional achievements like publishing articles, obtaining her PhD, and teaching university students. She provides lessons learned along the way, such as being aware of strengths/limitations, staying positive, networking, and time management. Dr. Janaki emphasizes that success comes from having purpose and taking responsibility for one's own life choices.
Radio show 2015 presenters template jenna foxJenna Fox
This document contains advice from several radio and media professionals on how to advance in one's career. Some of the key points made include:
- Treat everyone with respect, from interns to executives, as you never know where people may end up in their careers. Volunteer for projects to demonstrate leadership abilities.
- Make mistakes as opportunities to learn, but don't repeat the same mistakes. Stay out of gossip and focus on being a problem solver.
- Set goals and share them with managers to gain feedback. Develop expertise in an area and become a mentor. Treat clients like you own the business and go above expectations.
- Get involved in the community to build trust and open doors. Publicly praise
Radio Show 2015 - Presenters Template_Jenna FoxJenna Fox
This document contains advice from several radio and media professionals on how to advance in one's career. Some of the key points made include:
- Treat everyone with respect, from interns to executives, as you never know where people may end up in their careers. Volunteer for projects to demonstrate leadership abilities.
- Make mistakes as opportunities to learn, but don't repeat the same mistakes. Stay out of gossip and focus on being a problem solver.
- Set goals and share them with managers to gain feedback. Develop expertise in an area and become a mentor.
- Get involved in the community to build trust and open doors. Praise employees publicly for their successes.
Essay On Gandhi Jayanti For Class 7. Online assignment writing service.Kara Flores
The document provides instructions for requesting writing assistance from HelpWriting.net in 5 steps: 1) Create an account, 2) Complete a 10-minute order form providing instructions, sources, and deadline, 3) Review bids from writers and select one, 4) Review the completed paper and authorize payment, 5) Request revisions to ensure satisfaction and receive a refund for plagiarized work.
The document summarizes the best advice received by 11 self-made millionaires. Some of the key advice pieces included: an insult from a former partner that motivated one person to prove them wrong; becoming an expert in your field; pursuing your goals even if the path is difficult and will take time; focusing on doing your best work while accepting you can't control results; and finding ways to reduce friction for customers. The advice highlights themes of perseverance, self-improvement, trusting your team, and putting customers first.
The document summarizes the student's internship experiences at Genesis Healthcare and Dr. Le Dung Son's Podiatrist Clinic. At Genesis Healthcare, the student worked under the Director of Nursing and Healthcare Administrator, gaining experience in various departments. Genesis is one of the largest skilled nursing providers in the US. At Dr. Le Dung Son's clinic, the student gained experience in administrative duties like scheduling and charting, and shadowed the doctor during some procedures. Both internships provided exposure to different aspects of healthcare administration.
B2 b sales success with Dylis Guyan - international sales trainerDallas McMillan
Interview with Dylis Guyan - International Sales Trainer
http://digitalinfluence.com.au/b2b-sales-success-with-dylis-guyan/
Dylis Guyan has worked a top performing sales professional and sales leader during her early career. After an unexpected event changed her corporate career path, she set out on her own as an independent sales trainer and coach.
In this interview Dylis talks about what motivates her to help businesses improve their sales, how to find your ideal client, and how to approach sales so that clients are thrilled to buy.
Interview URL:
http://digitalinfluence.com.au/b2b-sales-success-with-dylis-guyan/
Video URL:
https://www.youtube.com/watch?v=YrUBweC3yPY
See more Digital Influence Interviews:
http://digitalinfluence.com.au/interviews
This is an essay on how I believe an ideal leader should lead, how they may be different from a a manager and the qualities I would like to see in the leader I choose to be led by.
This document provides examples of common interview questions and sample answers. It includes questions like "Tell me about yourself" and "What are your strengths and weaknesses?" along with detailed responses addressing background, qualifications, and how the applicant's skills align with the role. The document also offers tips for crafting answers and includes examples of questions for the interviewer about the job and organization. Candidates are advised to practice these answers and prepare their own questions ahead of time.
This document is Amanda Groff's leadership portfolio for her leadership minor at Wartburg College. It consists of an executive summary and sections on initiative, service, group work, diversity, ethics, courses in her major, and courses outside her major. In the executive summary, Amanda reflects on how the leadership minor has helped her grow both personally and professionally. She has learned that effective leadership requires adapting your style to different situations and individuals. The portfolio then provides examples from Amanda's experiences that demonstrate her growth in areas like initiative, service, and group work. Overall, the portfolio reflects on how Amanda's involvement in the leadership minor shaped her into a more well-rounded leader.
Simon Rickett explains the psychology of businessSimon Rickett
1) The document discusses strategies for turning an ordinary business into an extraordinary one by changing negative behaviors and mindsets.
2) It describes a story where the author realized two colleagues had stopped setting goals and ambitions, negatively impacting their students.
3) The key strategies proposed are to set ambitious 10-year goals, learn from failures and others' experiences, and use every opportunity as a chance to improve rather than make excuses. The document advocates for believing in your goals and constantly changing to achieve them.
The document summarizes the experiences of several employees in BlueCross's Achievers in Motion (AIM) mentoring program. It discusses how mentees were paired with mentors, highlights some of the activities and lessons learned from interacting with their mentors, and expresses appreciation for the professional development opportunities provided through the program.
1) The document summarizes the speaker's career journey working for the Cooperative Development Authority (CDA) for 30 years, starting from a low-level position and working their way up to Regional Director.
2) It highlights some life lessons learned along the way, including the value of sacrifice, having a growth mindset, focusing on solutions rather than problems, and continuous self-improvement.
3) In their concluding remarks, the speaker expresses gratitude for the opportunities provided by CDA and pride in the accomplishments achieved during their tenure, such as supporting the growth of cooperative businesses and members.
FIRE ENGINEERING April 2013 139www.FireEngineering.comB Y .docxAKHIL969626
FIRE ENGINEERING April 2013 139www.FireEngineering.com
B Y R O N K A N T E R M A N
W
E’VE ALL HAD BOSSES WHO APPEAR TO BE
good leaders but who are terrible managers, and
vice versa. Both disciplines take hard work. Man-
agement entails lots of planning, organizing, staffing, delegat-
ing, budgeting, and other responsibilities. Can you be a good
leader and a good manager at the same time, good at one and
not the other, or lousy at both? Yes to all three! A chief of a
small combination fire department who was a great manager
and administrator could justify an ice delivery to the firehouse
on a 5°F day in February and get the funding from city hall,
but he couldn’t lead the members to the breakfast table—he
had no people skills and tended to mess with the troops
regularly. When I asked him why he did that, he answered,
“Because I can.”
Leadership isn’t necessarily what’s on your collar. Respect
for rank comes with that rank, but respect for you as a person
comes with having the right qualities. Think about the best
leaders, officers, and firefighters you have worked with. What
made them what they were? I’ll guess they were trustworthy,
dedicated, and well-read people with great integrity who had
respect for others at the highest levels.
Also think about the worst leaders you’ve come across. You
can learn from the bad ones, too, because you will know what
not to do!
VISION AND A COMMON BOND
Consider the greatest leaders of all time. They were able to
lead the masses and bring them to the place they wanted their
people to be—for example, Dwight Eisenhower, Abraham Lin-
coln, H. Norman Schwarzkopf, and Fiorello LaGuardia. They
all had one thing in common—vision. If you are going to be a
leader in your organization or the leader of your organization,
you must have a vision. Don’t confuse your vision statement
with a mission statement. Most emergency services organiza-
tions have a mission statement that include words like service,
dedication, best, customer, quick, efficient, effective, ability,
and so forth.
But a vision statement is much different. It’s your oppor-
tunity to dream a little and shape your vision into what you
believe the organization should and could look like. Put aside
the budget and all the other current obstacles, and develop
your vision for your organization. Once you’ve done that,
share it with your staff. It may become a group vision at this
point and then start to filter down to the line.
“Our firehouses are 100 years old. We need new quarters.
My vision is to build new firehouses.” Sounds impossible? If
you don’t believe in your own vision to start with, it will never
come to light. You must believe in it yourself to make others
believe that it’s possible. If a vision just came to you and you
responded, “That will never happen,” either modify the vision
while still keeping with your ideals or change the situation
preventing ful ...
The document summarizes Danielle Moore's presentation at Business Week about finding success and passion in one's career. Some key points from Danielle's talk included stepping outside one's comfort zone, surrounding oneself with people who push growth, and using networking to discover interests and opportunities. The summary highlights how Danielle found her passion for food through her job and networking, which led her to a career with Chipotle where she feels her values are aligned.
Sally Grimes has held several leadership positions in the food industry spanning over 25 years. She currently serves as the CEO of Clif Bar and Co. and believes ethics are crucial to effective leadership. Grimes emphasizes building a cohesive team, making values-driven decisions, and leading by example with strong moral character. Though she has faced challenges like bribery and mismanaged funds, Grimes addresses issues firmly according to company policies. She is motivated to drive innovation at Clif Bar and sees herself achieving new levels of excellence through hard work and vision. Grimes advises aspiring CEOs to be self-driven, learn from others, and establish an ethical culture of critical thinking.
This document introduces the concept of using storytelling to facilitate learning. It describes a personal experience where the author taught a performance management course despite having no management experience. During the course, the author felt exposed but was able to connect with participants by sharing a vulnerable story from their own past about being a difficult employee. This demonstrated how storytelling can help cut through content and get to the core emotional issues. It argues that facilitators guide learners toward their goals by helping them make connections between their experiences and the course material. Storytelling is an effective way for facilitators to demonstrate empathy, build rapport, and foster these connections.
The document contains testimonials from several participants in GiANT leadership programs. They describe experiencing personal growth and development, gaining leadership skills and tools that have positively impacted both their professional careers and personal lives. They found the programs, mentors, and cohort experience to be transformative and feel they are now better leaders and people as a result.
7 Game-changing Tactics For Growth And SuccessHarsha MV
This document provides summaries of lessons learned from successful entrepreneurs at companies like Netflix, Airbnb, Facebook, and others. It discusses the importance of creating a culture that rewards the right behaviors, embracing truth-telling even when it's uncomfortable, designing magical experiences for customers and figuring out how to scale them, hiring people who are stronger than yourself, raising more funding than initially planned for, and focusing on creating products that people truly love rather than just like. The lessons are meant to help guide business decisions and growth.
This document is a newsletter article written by Dr. V. Janaki about her 40-year career journey as a woman with hearing impairment. The 3-sentence summary is:
Dr. Janaki details her experiences overcoming obstacles to have a successful career in academia while balancing family responsibilities, highlighting professional achievements like publishing articles, obtaining her PhD, and teaching university students. She provides lessons learned along the way, such as being aware of strengths/limitations, staying positive, networking, and time management. Dr. Janaki emphasizes that success comes from having purpose and taking responsibility for one's own life choices.
2. Issue 3932
RealizingLeadership.com
with GLAINROBERTS-McCABE
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
Carli KinnearPartnerandPracticeLeader
atSigniumInternational
Carli Kinnear, Partner and Practice
Leader at Signium International, has lived
her life dedicated to guiding organizations
in transition through periods of significant
change. During a trip to South Africa,
her own life was changed in a profound way
by a catastrophic car accident. At a critical
time in her career, she sustained an injury
that impacted the portion of her brain
related to memory, reasoning, problem-
solving and task flexibility.
Carli sat down with Executive Roundtable
President Glain Roberts-McCabe to
share the deeply inspiring lessons she has
extracted from her journey of recovery
and how she summoned the resilience to
continue on her path undaunted.
3. Issue 39 33
RealizingLeadership.com
GRM Carli… you’re currently Partner and Practice Leader at
Signium International but at the height of your career as a fast-
tracker at IBM, you had a significantly life changing experience.
Tell us what happened.
CK At that point in my life, I had a single-minded, laser-sharp
focus. My career ambition was to reach the level of Partner in a
global business consulting organization and deliver meaningful
work managing the people, culture and organizational risk in
transformational change programs. I had studied and excelled
in this field of work. I felt I had something to offer.
At PwC and ultimately IBM, I got the opportunity to achieve that
dream. I was running a $12MM business, delivering Change Strategy
work. It was the same year that I was finalizing my business case for
promotion and I had been burning the candle on both ends for way
too long. I needed a break.
I decided a trip to my native South Africa was what I needed to
recharge. Two days after my arrival, a close friend and I were driving
through a familiar neighborhood, when a minibus driver ignored a
stop street, plowing into my side of the vehicle. I didn’t see it coming.
I was knocked unconscious instantly and woke up in intensive care,
attached to various supporting devices, unable to move. I looked
around and recognized my friend. We were both alive!
My injuries included a pelvis fractured in three places, a broken
collar bone, multiple soft tissue injuries to my right side, from my
ear to my foot. The invisible and more profound damage was a
right frontal lobe brain injury. The right frontal lobe contains our
executive skills such as working memory, reasoning, problem-
solving and task flexibility. The skills I used and needed every day!
The weeks in the hospital in South Africa were challenging. Dazed,
I underwent multiple surgeries, while slowly piecing together what
had happened. I later learned that four people were involved in this
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
4. Issue 3934
RealizingLeadership.com
accident and there was one fatality. After three weeks, I was cleared
to travel back to Canada, albeit mostly horizontal and in a wheelchair.
There were a couple of months of tremendous discomfort,
confusion and emotional uncertainty. My vision and cognition
were affected. I couldn’t read, I struggled to find words. I could
not tolerate loud noises or quick movements. It was absolutely
impossible to attempt any type of multi-tasking and I struggled
with my decision making. There were days that I felt overwhelmed.
The first six months of my rehabilitation involved weekly sessions
with a speech pathologist, a physiotherapist, an occupational
therapist and a trauma counsellor.
GRM What an unbelievable experience. People often joke ‘what
would you do if I got hit by a bus?’ but you literally did! I would have
thought that going through something this traumatic would really
slow you down, but that’s not exactly what happened.
CK Oh no, it did slow me down initially. In fact, everything slowed
down significantly. Getting anything done, even just getting
dressed, took so much longer. I was slow in responding to
questions. It was hard to remember things.
Within about seven weeks of arriving back in Toronto, the Managing
Partner for IBM Canada’s consulting business called me, asking if I
was still interested in staying in the partnership race. I appreciated
that call. I didn’t think twice before responding “Yes!”
After the first few months of adjusting to being mostly horizontal
and being in rehabilitation, I asked my therapists to help me with
my goal of finalizing and presenting my Partnership business
case. I started working a little every day, to build a presentation
that formed part of a rigorous global selection process that IBM’s
Consulting Business had in place.
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
5. Issue 39 35
RealizingLeadership.com
Three months after my accident, I delivered that presentation to the
Canadian leadership team. I was still on a crutch and my right arm
was in a brace. I was able to make my presentation with conviction
and passion. I received a standing ovation. For a few brief minutes, I
felt like a rock star!!
That sensation didn’t last long. The process of preparing for and
delivering it took everything out of me and I could only focus and
concentrate for short periods of time. I collapsed from exhaustion
that night and it lasted a few days. A month later, I received the
news that I did not get the promotion for reasons beyond my
control. It was not for a lack of trying, and I felt I had gained a
practice run for the next round.
I was blown away by the level of support and encouragement I got
from everyone close to me during this time.
I pushed myself to re-enter my business role after six months of
intensive rehabilitation. I had learned to apply specific coping
techniques to manage my cognitive issues in a constructive way.
I still could not stay fully engaged in any specific task for more
than thirty minutes. I spent a lot of time in private meeting rooms
doing brain adjustment exercises between working sessions and
conference calls. One day at a time was my motto.
Around the one year mark after the accident, I realized that I was
not 100% “back.” It scared me. I found myself in the deepest, darkest
depression I had ever experienced. It was during this time that I
learned about the chemical imbalance that happens as a result of
brain injuries.
At the same time, the next promotion cycle in IBM started. I had
another opportunity. I built a new case, presented again, and got
the promotion. Eighteen months after my injury, when the veil
of depression started lifting, I had a huge celebration, called my
“Gratitude Soiree,” where I invited and thanked everyone who
helped me during that chapter.
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
6. Issue 3936
RealizingLeadership.com
GRM As you look back on
that period of your life, how
did it change or shift you as an
individual and as a leader?
CK Looking back, it took me
about five years for the real
revelations to truly take effect.
To this day, I believe the accident
was a divine intervention. My lifestyle before the accident was not
sustainable and there were major lessons that I needed to learn
about what is really important in this life. My priorities started
shifting and I became more mindful of the need for balance,
authenticity, compassion and kindness in my everyday life.
I learned about the importance of a strong and resilient team. I
learned how to fully trust in the ability of one’s team and let go.
My leadership style shifted as a result of this and I stepped back.
I started leading from behind. I shone the light on high potential
individuals and worked harder to make them stand out.
I realized that I had been given a new opportunity to be a “new and
upgraded” version of myself, someone who was more authentic and
real. Over the past few years of my life, I have had the opportunity
to explore parts of my personality that had not been available
before. I call this phase my
“experiment in authenticity” and
my friends comment on living
vicariously through me.
GRM Change is a theme in
your life. You spent a significant
part of your career as a change
management consultant helping organizations navigate key
transitions. In your own life and career you have experienced many
Leadership Tip
Accept each new
opportunity with gratitude.
Leadership Tip
Trust in the ability of your
team and lead from behind.
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
7. Issue 39 37
RealizingLeadership.com
truly significant transitions: from a child growing up in South Africa
during Apartheid, to working on projects to build a more integrated
South Africa, to a continental move to Canada, to your rehabilitation
from a devastating car crash, to making significant changes in your
personal life. What is the one key thing that you have learned about
navigating change as a result?
CK I regularly reflect on my experience in South Africa and the
unique vantage point I had of Nelson Mandela’s process that
ultimately resulted in transforming the country. I learned from that.
Change requires tremendous courage and will—and most certainly,
a well-orchestrated plan. And it certainly helps to have people
around you who can help, because it is not easy.
We have the wonder of choice in this life. When I immigrated I
chose to vote with my feet and change my future. I managed the
entire transition like a change project. With the accident, I chose to
experience it as a growth opportunity. When I made changes in my
personal relationships, it was hard but, in most cases, I have been
able to manage that process in a
thoughtful and respectful manner.
As people, when we choose to
change, we choose to grow and
that is truly the only thing that
matters in this life. To do that,
one needs courage and will.
GRM When I first heard your story, I felt like it was the
quintessential story of many fast-tracking leaders. You seemed to
have hit all the ways we tend to measure success in our society—
great job, great firm, the right title, financially secure. How are you
defining success for yourself today?
Leadership Tip
Change helps us grow.
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
8. Issue 3938
RealizingLeadership.com
CK Today, I see myself as successful because I live purposefully,
mindfully, and with a greater awareness of my own actions and
their effect on others. My intention is to create a life of balance
and meaning, every day.
To me, meaning comes when one can collaborate, guide, inspire,
and support others or ultimately contribute to making the world
a better place.
When I consider all the elements that affect my wellbeing, (career,
money, health, friends and family, romance, personal growth, fun
and recreation), I am doing as much as I can to develop each of
those areas in a purposeful and mindful manner. Balancing all
those areas is my definition of success.
GRM What have you taken from this experience and how is it
shaping the next chapter of your life?
CK Well, on a more humorous note, one take away from this
experience is that the ability to multi-task is completely over-rated!
Focus on one thing at a time and do it well. We are so much more
efficient with our time when we do that .
Looking back, I am proud of my resilience, courage and passion
to forge ahead with the new opportunities that have opened up
for me. We all have the ability to bounce back. It’s about how we
choose to respond to our adversities.
I now realize that I was granted the chance to build a new dream,
and I am actively creating my next dream.
In the future, I want to continue to focus on change and growth.
I enjoy working with business leaders to find and grow the change
leaders of the future. I find meaning in coaching young leaders
through times of personal, professional and business change.
It is deeply rewarding to share my experiences in a way that
inspires others.
Leader Profile: Carli Kinnear with Glain Roberts-McCabe
9. Issue 39 39
RealizingLeadership.com
I want to make a difference in the
lives of others and leverage my
own lessons. This feels good.
I lead with my heart, not my head
or my ego.
GRM Thanks so much for sharing such a personal and inspiring story
with us. Listening to you has definitely prompted me to take a step
back and evaluate my priorities and definition of success, and take a
moment to reflect on and appreciate the people and opportunities
in my own life. I’m sure many of readers will feel the same.
Glain Roberts-McCabe
believes great leaders make
the difference and that every
leader can be their own kind
of great. As Founder and
President of The Executive
Roundtable Inc., she and her
team inspire great leadership through
innovative group, team and individual coaching
and mentoring programs.
For more information or to join the Roundtable
community visit: TheExecutiveRoundtable.com,
connect on Twitter @ExecRoundtable and
on Facebook.
Leadership Tip
Lead with heart.
Leader Profile: Carli Kinnear with Glain Roberts-McCabe