This document provides a summary of lessons in team leadership that can be learned from the 2014 Sochi Olympics. It discusses the importance of teamwork, passion, personal accountability, and other "soft skills" in achieving success. The document emphasizes that preparation, effort, determination and resilience are key to winning, both in sports and business. It also stresses the importance of culture, emotional control, coaching skills and learning from setbacks. The overall message is that common-sense lessons about teams, effort and heart can be applied from the Olympics to leadership in organizations.
PowerUP Brilliance™ - New book for innovation leaders to sharpen adaptive can...Merom Klein
Power Up Brilliance gives take-charge innovation leaders a proven formula to lift teams above fear and complacency – because you can't do innovation unless you sell innovation, even when the easy obvious conventional answers won't get your enterprise to the next level. Surveys say that Fortune 1000 CEOs demand brilliance and creativity from their stars — but stars often find it too hard and frustrating to wrestle down the key issues and champion innovation. Despite what is emblazoned in their credos and core values, many enterprises have a bias against creativity that rewards mediocrity and conformity and makes it hard for innovators to get traction. Power Up Brilliance gives leaders a proven 5-part formula to bring out truly great thinking from other cubicles across the hall or from other centers of excellence around the globe. It says, “If you ‘get it’ and ‘see it,’ the mantle of leadership passes to you — no matter where you sit on the formal hierarchy.” The question is whether you’ll find the courage to take that mantle – and inspire courage in others when your great ideas shake their world. The 5 Courage Activators described in this book have 10+ years of solid research behind them, from Israel's innovation hotbed dozens of other success stories. Despite its research base, this is not an academic book. It’s a practical “how-to” guide, written about business leaders for business leaders - about the uphill climb that is inevitable when you have a unique brilliant perspective on innovation and when you step in, reach out and try to power up brilliance in others. Whether you are a middle manager, a project orchestrator, a technical expert or “the big boss,” Power Up Brilliance gives you tools that you can use right away to seize promising opportunities, wrestle down real issues, mobilise the right people and achieve breakthroughs rather than incremental improvements.
General Colin Powell provides 18 lessons on leadership. Some of the key points are: being a leader means making tough decisions that will upset some people; leaders must be accessible to their employees and foster a culture where people can raise problems; and a good leader focuses on attracting and developing the best people rather than organizational structure or titles. Overall, the document emphasizes that strong leadership requires making difficult choices, prioritizing people over processes, and inspiring others through optimism and clarity of vision.
General Colin Powell provides 18 lessons on leadership in a document. Some of the key lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible to their team and address their challenges; and leaders should not be afraid to challenge experts, even in their own field. Effective leaders simplify processes, motivate with optimism, pick intelligent people, and make timely decisions based on 40-70% of the information.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
This document contains 12 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: good leaders make tough decisions and confront people who need confronting, even if it angers some; leaders should be accessible and address their subordinates' problems; leaders should not be afraid to challenge experts or follow management fads blindly; and a leader's optimism can have a multiplying positive effect on their organization. The overall message is that effective leadership requires making hard choices, addressing issues head-on, flexibility in management approach, and maintaining a positive outlook.
The role of the Non-Executive Director can appear to those sitting outside of Boards to be shrouded in secrecy. What is a Non-Executive Director? What do they do? And why be a Non-Executive Director?
Jointly in our roles advising the Boards of a range of organisations, and the Directors who sit on them, we
are often asked what information a new Non-Executive Director should be aware of. Through combining our experience and perspective in providing Board advice, we have attempted to provide a Guide that answers both the ‘obvious’ questions to ask and issues to be aware of, together with the detail and summary of the working mechanics of the Board and the key legislation Non-Executive Directors need to understand.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people rather than organizational structure; have optimism which inspires others; and make clear, simplifed decisions once you have 40-70% of the information. Effective leadership requires balancing priorities, taking risks, and ultimately making tough choices that feel lonely.
PowerUP Brilliance™ - New book for innovation leaders to sharpen adaptive can...Merom Klein
Power Up Brilliance gives take-charge innovation leaders a proven formula to lift teams above fear and complacency – because you can't do innovation unless you sell innovation, even when the easy obvious conventional answers won't get your enterprise to the next level. Surveys say that Fortune 1000 CEOs demand brilliance and creativity from their stars — but stars often find it too hard and frustrating to wrestle down the key issues and champion innovation. Despite what is emblazoned in their credos and core values, many enterprises have a bias against creativity that rewards mediocrity and conformity and makes it hard for innovators to get traction. Power Up Brilliance gives leaders a proven 5-part formula to bring out truly great thinking from other cubicles across the hall or from other centers of excellence around the globe. It says, “If you ‘get it’ and ‘see it,’ the mantle of leadership passes to you — no matter where you sit on the formal hierarchy.” The question is whether you’ll find the courage to take that mantle – and inspire courage in others when your great ideas shake their world. The 5 Courage Activators described in this book have 10+ years of solid research behind them, from Israel's innovation hotbed dozens of other success stories. Despite its research base, this is not an academic book. It’s a practical “how-to” guide, written about business leaders for business leaders - about the uphill climb that is inevitable when you have a unique brilliant perspective on innovation and when you step in, reach out and try to power up brilliance in others. Whether you are a middle manager, a project orchestrator, a technical expert or “the big boss,” Power Up Brilliance gives you tools that you can use right away to seize promising opportunities, wrestle down real issues, mobilise the right people and achieve breakthroughs rather than incremental improvements.
General Colin Powell provides 18 lessons on leadership. Some of the key points are: being a leader means making tough decisions that will upset some people; leaders must be accessible to their employees and foster a culture where people can raise problems; and a good leader focuses on attracting and developing the best people rather than organizational structure or titles. Overall, the document emphasizes that strong leadership requires making difficult choices, prioritizing people over processes, and inspiring others through optimism and clarity of vision.
General Colin Powell provides 18 lessons on leadership in a document. Some of the key lessons include: being responsible means making difficult decisions that will upset some people; leaders must be accessible to their team and address their challenges; and leaders should not be afraid to challenge experts, even in their own field. Effective leaders simplify processes, motivate with optimism, pick intelligent people, and make timely decisions based on 40-70% of the information.
Leadership Isn't a Solitary Journey
Jean-Pierre Clamadieu, the new CEO at Belgian chemical company Solvay who appears on our cover, is very clear and direct about a keystone to being successful as a disruptive leader.
“You are not a transformational hero who is carrying the weight of the transformation on your own shoulders,”he told us.“You need to have a strong team around you who have the ability to support the changes.”
It’s sometimes hard to think in those terms, especially when considering the responsibilities that leaders are faced with. But person after person told us that disruptive leadership is not a solo act.The vision for your enterprise’s future may be yours — and you have to have a bold vision — but it takes a team of people who have bought into that vision to make it a reality, because that’s what disruptive leaders do.
• They ask tough questions. Not “why didn’t we” questions but “why can’t we” questions.
• They present a bold vision, one that seems impossible on its face.
• They align everything in the enterprise to turn that vision into a reality.
• They inspire everyone on their team and in their organization to make that vision happen.
So if you are still trying to shoulder the burdens of leadership alone, stop.
Look around you and see who you are surrounding yourself with? Are they, as our own Nathan Rosenberg asks in this issue, committed to your vision for the future or merely complying with your directives?
Shideh Sedgh Bina
Founding Partner, Insigniam
Editor in Chief, Insigniam Quarterly
This document contains 12 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: good leaders make tough decisions and confront people who need confronting, even if it angers some; leaders should be accessible and address their subordinates' problems; leaders should not be afraid to challenge experts or follow management fads blindly; and a leader's optimism can have a multiplying positive effect on their organization. The overall message is that effective leadership requires making hard choices, addressing issues head-on, flexibility in management approach, and maintaining a positive outlook.
The role of the Non-Executive Director can appear to those sitting outside of Boards to be shrouded in secrecy. What is a Non-Executive Director? What do they do? And why be a Non-Executive Director?
Jointly in our roles advising the Boards of a range of organisations, and the Directors who sit on them, we
are often asked what information a new Non-Executive Director should be aware of. Through combining our experience and perspective in providing Board advice, we have attempted to provide a Guide that answers both the ‘obvious’ questions to ask and issues to be aware of, together with the detail and summary of the working mechanics of the Board and the key legislation Non-Executive Directors need to understand.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people rather than organizational structure; have optimism which inspires others; and make clear, simplifed decisions once you have 40-70% of the information. Effective leadership requires balancing priorities, taking risks, and ultimately making tough choices that feel lonely.
General Colin Powell provides 11 lessons on leadership. Some key points:
- Being a responsible leader means making tough decisions that will upset some people. Trying to please everyone leads to mediocrity.
- Real leaders are accessible and help solve their employees' problems, rather than creating barriers to communication.
- Leaders should not be swayed by experts or elites who are detached from reality.
- Good leaders pay attention to details but also encourage challenging the status quo.
- Success depends more on attracting the best people than on plans, organization charts or management theories.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; and make clear, simplied decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for the loneliness of responsibility.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people; simplify solutions so everyone understands; and make decisions with 40-70% of information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for loneliness in decision making.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible sometimes means making difficult decisions that upset people; leaders must be accessible to problems from subordinates; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; make decisions once you have 40-70% of information rather than waiting for 100%; put decision-making power in the hands of those doing the work rather than rear echelon analysts; and find people who work hard but also maintain balance and have fun. Ultimately, leadership requires making tough choices that can result in a lonely role.
This document provides an overview of a session on leadership mastery by Bill McBride. The session will explore different types of leadership including inspirational, organizational, and situational leadership. It will also discuss developing leadership in flat organizations. Leadership skills can be learned and include gaining respect, building effective teams, remaining calm in crises, and accomplishing more. The document outlines some of McBride's background and experience in the health club industry. It also lists lessons on leadership from General Colin Powell and CSM Bill McBride.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be swayed by experts and elites and instead focus on accomplishing the mission; and leadership involves attracting talented people and empowering them to succeed or fail based on their efforts and contributions. The overall message is that effective leadership requires making tough choices, focusing on goals over processes, and enabling others to achieve great things through a combination of responsibility, accessibility, optimism, and talent development.
Patrick Lencioni’s best-selling book, “The Ideal Team Player,” describes three essential virtues for an
ideal employee; they should be humble, hungry, and smart (1). This combination, he claims, is a necessary
framework for any organization seeking to identify, hire and develop ideal team players,
Stephen Gates Leadership%20presentation%20 %20 Chamber%20of%20 Commerce%20 No...Maureen Frost
This document provides an agenda and overview for a presentation on "Spark-full" Leadership for challenging times. The presentation discusses why spark-full leadership is important, the difference between management and spark-full leadership, and definable characteristics that spark-full leaders need to display. It also covers releasing discretionary energy from teams. Key points include that spark-full leadership inspires people to achieve shared goals, looks inward for responsibility, understands team dynamics, and aligns values and behaviors with rewards.
General Colin Powell provides 18 lessons on leadership in his document "A Leadership Primer". Some of the key points made in the lessons include:
- Being a responsible leader means making tough decisions that will inevitably upset some people. Trying to please everyone leads to mediocrity.
- Real leaders make themselves accessible to problems brought by subordinates, showing concern for their efforts and challenges.
- As companies grow, leaders must resist becoming too detached from operational details or inbred in their thinking.
- Effective leaders focus on attracting and empowering talented people, not just organizational structure or management theories.
- Leaders must be flexible and not bound by stereotypes, tailoring their approach to each situation's unique demands and mission
This document summarizes the key benefits of CEO peer groups based on the experiences of the author, who has run peer groups for two years. The main benefits discussed are: 1) Being surrounded by other successful leaders pushes members to achieve more; 2) Peer groups encourage bigger thinking and risk-taking; 3) Members receive honest feedback and can address weaknesses; 4) Cross-pollination of ideas from different industries sparks innovation; 5) The "master mind" effect of collaborative brainstorming; 6) Vulnerability and support among trusted peers; 7) Finding people who understand the challenges of leadership.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; a leader must be accessible to their employees and address their problems; do not be afraid to challenge experts, even in their own field; pay attention to details while also encouraging new ideas; and make decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership involves taking responsibility, accessibility, challenging status quos, attention to details, timely decision making, and more.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
General Colin Powell On Leadership LessonsMukul Chaudhri
The document provides 12 lessons on leadership from General Colin Powell. It discusses the importance of being accessible to solve problems, not being afraid to challenge experts, paying attention to details while also encouraging new ideas, taking prudent risks without asking for permission, constantly improving and adapting teams, focusing on attracting and developing top talent, and maintaining optimism. The overall message is that true leadership requires flexibility and putting people and execution over rigid plans and titles.
- Two shipwrecked parties on opposite sides of Auckland Islands in 1864 had very different outcomes due to their leadership and teamwork. Captain Musgrave's party of 5 worked together over 20 months to survive by building shelter, finding food, and eventually escaping on a boat they constructed. Meanwhile, Captain Dalgarno's party of 19 fell into despair, conflict, and eventually cannibalism with only 3 surviving.
- Building high performing teams requires understanding key components like context, mission, talent, and norms. Teams must align on assumptions, set clear and measurable goals, ensure the right people and skills are present, and establish effective rules of operation.
General Colin Powell provides lessons on leadership based on his experience. Some key points are: effective leaders make tough decisions and confront issues instead of avoiding conflict; leaders must be accessible to solve problems reported by subordinates; experts can lack judgment so don't be afraid to challenge them; and good leadership focuses on empowering and developing people to accomplish goals.
Lead from the Middle - Flip the Switch, Jazz Up Teams, Power InnovationMerom Klein
Executive summary of the book, Lead from the Middle. How to power past the limitations of top-down culture-shaping, innovation and transformation strategies. How to equip middle managers to step in, reach out, take charge and lift up fearful, reluctant or siloed partners.
As the most recent and revolutionary technologies adapted for medical use, Virtual Reality and 3-D Printing, together, are poised to change the practice of medicine, and perhaps even upheave its scientific foundations.
General Colin Powell provides 11 lessons on leadership. Some key points:
- Being a responsible leader means making tough decisions that will upset some people. Trying to please everyone leads to mediocrity.
- Real leaders are accessible and help solve their employees' problems, rather than creating barriers to communication.
- Leaders should not be swayed by experts or elites who are detached from reality.
- Good leaders pay attention to details but also encourage challenging the status quo.
- Success depends more on attracting the best people than on plans, organization charts or management theories.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; and make clear, simplied decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for the loneliness of responsibility.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible may mean making difficult decisions that upset people; leaders should make themselves accessible to solve problems; don't blindly follow experts or get stuck in outdated ways; focus on attracting and developing talented people; simplify solutions so everyone understands; and make decisions with 40-70% of information rather than waiting for 100% certainty. Effective leadership requires balancing priorities, having fun but also being prepared for loneliness in decision making.
Leadership lessons from a great American Leader. Powell understands the difference between authority and leadership. Excellent ideas to use as meeting starters.
General Colin Powell provides 18 lessons on leadership. Some key points include: being responsible sometimes means making difficult decisions that upset people; leaders must be accessible to problems from subordinates; don't blindly follow experts or get stuck in outdated ways of thinking; focus on attracting and developing talented people rather than organizational structure or titles; have optimism which inspires others; make decisions once you have 40-70% of information rather than waiting for 100%; put decision-making power in the hands of those doing the work rather than rear echelon analysts; and find people who work hard but also maintain balance and have fun. Ultimately, leadership requires making tough choices that can result in a lonely role.
This document provides an overview of a session on leadership mastery by Bill McBride. The session will explore different types of leadership including inspirational, organizational, and situational leadership. It will also discuss developing leadership in flat organizations. Leadership skills can be learned and include gaining respect, building effective teams, remaining calm in crises, and accomplishing more. The document outlines some of McBride's background and experience in the health club industry. It also lists lessons on leadership from General Colin Powell and CSM Bill McBride.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be swayed by experts and elites and instead focus on accomplishing the mission; and leadership involves attracting talented people and empowering them to succeed or fail based on their efforts and contributions. The overall message is that effective leadership requires making tough choices, focusing on goals over processes, and enabling others to achieve great things through a combination of responsibility, accessibility, optimism, and talent development.
Patrick Lencioni’s best-selling book, “The Ideal Team Player,” describes three essential virtues for an
ideal employee; they should be humble, hungry, and smart (1). This combination, he claims, is a necessary
framework for any organization seeking to identify, hire and develop ideal team players,
Stephen Gates Leadership%20presentation%20 %20 Chamber%20of%20 Commerce%20 No...Maureen Frost
This document provides an agenda and overview for a presentation on "Spark-full" Leadership for challenging times. The presentation discusses why spark-full leadership is important, the difference between management and spark-full leadership, and definable characteristics that spark-full leaders need to display. It also covers releasing discretionary energy from teams. Key points include that spark-full leadership inspires people to achieve shared goals, looks inward for responsibility, understands team dynamics, and aligns values and behaviors with rewards.
General Colin Powell provides 18 lessons on leadership in his document "A Leadership Primer". Some of the key points made in the lessons include:
- Being a responsible leader means making tough decisions that will inevitably upset some people. Trying to please everyone leads to mediocrity.
- Real leaders make themselves accessible to problems brought by subordinates, showing concern for their efforts and challenges.
- As companies grow, leaders must resist becoming too detached from operational details or inbred in their thinking.
- Effective leaders focus on attracting and empowering talented people, not just organizational structure or management theories.
- Leaders must be flexible and not bound by stereotypes, tailoring their approach to each situation's unique demands and mission
This document summarizes the key benefits of CEO peer groups based on the experiences of the author, who has run peer groups for two years. The main benefits discussed are: 1) Being surrounded by other successful leaders pushes members to achieve more; 2) Peer groups encourage bigger thinking and risk-taking; 3) Members receive honest feedback and can address weaknesses; 4) Cross-pollination of ideas from different industries sparks innovation; 5) The "master mind" effect of collaborative brainstorming; 6) Vulnerability and support among trusted peers; 7) Finding people who understand the challenges of leadership.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; a leader must be accessible to their employees and address their problems; do not be afraid to challenge experts, even in their own field; pay attention to details while also encouraging new ideas; and make decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership involves taking responsibility, accessibility, challenging status quos, attention to details, timely decision making, and more.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
General Colin Powell On Leadership LessonsMukul Chaudhri
The document provides 12 lessons on leadership from General Colin Powell. It discusses the importance of being accessible to solve problems, not being afraid to challenge experts, paying attention to details while also encouraging new ideas, taking prudent risks without asking for permission, constantly improving and adapting teams, focusing on attracting and developing top talent, and maintaining optimism. The overall message is that true leadership requires flexibility and putting people and execution over rigid plans and titles.
- Two shipwrecked parties on opposite sides of Auckland Islands in 1864 had very different outcomes due to their leadership and teamwork. Captain Musgrave's party of 5 worked together over 20 months to survive by building shelter, finding food, and eventually escaping on a boat they constructed. Meanwhile, Captain Dalgarno's party of 19 fell into despair, conflict, and eventually cannibalism with only 3 surviving.
- Building high performing teams requires understanding key components like context, mission, talent, and norms. Teams must align on assumptions, set clear and measurable goals, ensure the right people and skills are present, and establish effective rules of operation.
General Colin Powell provides lessons on leadership based on his experience. Some key points are: effective leaders make tough decisions and confront issues instead of avoiding conflict; leaders must be accessible to solve problems reported by subordinates; experts can lack judgment so don't be afraid to challenge them; and good leadership focuses on empowering and developing people to accomplish goals.
Lead from the Middle - Flip the Switch, Jazz Up Teams, Power InnovationMerom Klein
Executive summary of the book, Lead from the Middle. How to power past the limitations of top-down culture-shaping, innovation and transformation strategies. How to equip middle managers to step in, reach out, take charge and lift up fearful, reluctant or siloed partners.
As the most recent and revolutionary technologies adapted for medical use, Virtual Reality and 3-D Printing, together, are poised to change the practice of medicine, and perhaps even upheave its scientific foundations.
This document is a summary of the Supreme Court case Pharmaceutical Research and Manufacturers of America v. Walsh, which addressed whether Maine's Rx Program was preempted by the federal Medicaid Act. The summary outlines the key aspects of Maine's Rx Program and the various opinions of the justices on whether the program was preempted or in violation of the Commerce Clause. In the end, the Court affirmed the First Circuit's ruling that petitioner did not demonstrate the program was likely preempted or unconstitutional.
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This document provides instructions for building a Raspberry Pi LED spectrum analyzer that visualizes music playing through color changes on an RGB LED strip. The project uses a Raspberry Pi, RGB LED strip, audio processing software, and custom Python code to analyze the frequency spectrum of an audio file in real-time and map the low, mid, and high frequencies to color changes on the LED strip. The instructions guide the reader through connecting the hardware, installing and optimizing software to control the LED strip quickly, and customizing existing RGB light show software to drive the LED visualization.
Rikin Patel owns and works at a pharmacy in Whitehall. As the pharmacist, he prepares medications and helps customers get the supplies they need. He works closely with his staff to ensure all customers have a good experience. Rikin became interested in being a pharmacist so he could help people, and he enjoys his work everyday.
Este documento describe los conceptos de acento y entonación en español. Explica que el acento destaca una sílaba dentro de la unidad acentual y que puede recaer en diferentes posiciones. También distingue palabras átonas de tónicas y describe los esquemas acentuales comunes en español. Finalmente, define la entonación como la curva melódica de un enunciado hablado.
The document discusses ORCID (Open Researcher and Contributor ID) which is a persistent digital identifier for researchers. It describes ORCID as seeking to become the standard identifier for academic research by uniquely identifying individual researchers and linking them to their contributions. The summary also notes that ORCID membership provides benefits like higher API access limits and the ability to add and update some user data with permission.
El documento describe los cargos y funciones de la junta de socios, gerente, secretario(a), revisor fiscal, vendedores, contador y auxiliar contable de la empresa COMPUMABE OCAÑA LTDA. La junta de socios elige al gerente y establece las normas de la empresa. El gerente dirige la administración de acuerdo a las disposiciones legales y supervisa a los departamentos. El secretario(a) recibe y archiva documentos y corresponsalia. El revisor fiscal controla y evalúa la gestión del gerente. Los vendedores
This short document discusses refugees and how to help them. It notes that there are 60 million refugees worldwide, half of whom are children. It also states that Jesus Christ himself was a refugee and encourages readers to listen to refugees' stories with an open heart and mind. The document suggests that how we respond to refugees will reflect our own character more than anything inherent to the refugees themselves.
El documento describe cómo la independencia de Argentina no fue el resultado de un único evento, sino más bien el resultado de un largo proceso de transición que comenzó antes de 1810 y continuó a lo largo de varios años, eventos e ideas que eventualmente llevaron a la independencia del país y la formación de su constitución en 1830.
Kareem Mohamed Abdou Ali is a 32-year-old single IT professional seeking a full-time position utilizing his technical and business skills. He has over 10 years of experience in IT operations, technical support, and data center operations. He holds certifications including MCITP and CCNA. He is fluent in English and Arabic with technical skills including Windows, Office, SharePoint, Cisco equipment, protocols, and IBM monitoring products.
This document is a curriculum vitae for Mohammed Dastagir Ali. It summarizes his work experience, qualifications, and skills. He is currently working as a Junior Accountant in Riyadh, Saudi Arabia, and has 3 years of previous experience as an Accountant in Hyderabad, India. His roles have included auditing, financial reporting, inventory management, and accounting tasks. He holds a Bachelor's degree in Commerce from Osmania University and is pursuing an MBA. He is proficient in English, Hindi, Urdu, Telugu, and Arabic and has strong computer skills.
Christian M. Jock is a member of the St. Regis Mohawk Tribe and United States citizen who has over 15 years of experience working for the Bureau of Indian Affairs (BIA). He holds a bachelor's degree and has held several roles within the BIA including Management Analyst, Policy & Program Analyst, Special Advisor, Chief of Staff, and Special Assistant to the Deputy Bureau Director. In his current role as a Management Analyst, he is responsible for the budget formulation and execution of BIA program budgets totaling $688 million. He has received several performance awards for his work.
Starbucks approaches social responsibility through four key categories: Community, Ethical Sourcing, Environment, and a Global Responsibility Report. They are committed to having a positive impact on communities through local investment and initiatives. Starbucks ensures ethical and sustainable sourcing of coffee, tea, and other goods through programs that support farmers and suppliers. They also aim to minimize environmental impact and waste through green store building, recycling, and encouraging sustainability. Starbucks publicly reports on these initiatives and goals annually through a Global Responsibility Report.
The document discusses whether managers should define what superior performance looks like for employees or leave it undefined. There are arguments on both sides. Defining it could give too much direction but leave employees wanting more guidance. Leaving it undefined risks managers not providing clear feedback. Compensation professionals may favor defining it while learning professionals prefer it be left undefined. Overall there is no consensus on the best approach.
Discover 12 reasons why your culture is preventing you from being the organisation you want to be, awareness is the first step on the journey to redemption.
The Great eBook of Employee Questions Part 2: Return of the Question MasterShane Metcalf
The original Great eBook of Employee Questions was so popular that we created this outstanding sequel. In The Return of the Question Master, you’ll find over 60 new questions along with detailed information about why they are valuable and when they should be asked. Topics include: culture building, employee development, productivity, and collaboration.
The seed of question mastery is within us all, but it must be nurtured like any other skill. We hope that by asking these powerful questions you will receive insightful answers to help you and your team gain a better understanding of yourselves, your workplace culture, and the product or service you are bringing into the world.
Effective incentive programs requires lot of thinking an dplanning .This handbook helps you to get through the process with ease .Authored by Javed Akkhtar , Founder and CEO of RewardPort a leading incentive managment specialist that works wirth over 400 companies globally.
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1. Navigate the FutureTM
“Lessons in Team Leadership from Sochi”
Issue 6 - Volume 1
Spring 2014
Executive Report on Leadership & Business Strategy
2. Sports are a passionate obsession for some, and a total mystery to others, but when
the Olympic Games roll by, even the marginal spectator can feel the “buzz” the rest
of us feel all the time. Buried deep in the nationalistic pride of the Olympics are some
practical lessons we can take away to apply in our less glamorous day to day roles as
leaders in the organizations for whom we toil.
Business leaders are often guilty of looking for the “secret sauce” to serial success
when they would be much better advised to just apply some of the common sense
lessons about teamwork, passion and personal accountability we see from athletes.
The simple fact of the matter is, we have allowed machismo and intellect to overpower
the subtle advantages provided through heart, effort and passion.
The so called “soft side” of leadership has been forced to take a back seat because too
many leaders are afraid to admit the old recipe no longer applies in a world where
fundamental changes in society and technology have leveled the playing field like
never before. It’s wake up time!
We need to embrace some of the valuable lessons from Olympic competition and
begin to apply them in the organizations we lead. The lessons about selfless team
play, the lessons about heart and determination, and the lessons about effort.
Yours truly,
R. Douglas Williamson
Chief Executive Officer
In Our View ...
3. Seldom is success a solitary effort. Even in those sports which appear to be individual
in nature, there is a background team of trainers, nutritionists and psychologists -
all of whom contribute. In business, the same can be said, but seldom is the same
degree of care put into developing the “right” business leadership team.
It’s all too common to hear complaints (sometimes verging on adult whining) about
lack of alignment and inadequate collaboration as the source for under performance.
Why do so many leaders seem mystified by the mechanics of team work, and fail to
understand they control their choices and, therefore, the outcomes?
Let’s look at some facts:
• Teams are built through hard work over time
• Teams require clear roles and responsibilities to succeed
• Teams need to understand the “decision rights” within the team
• Teams are based on a mix of individual and collective accountabilities
We have largely failed to make the science of building a winning team a critical
leadership competency. Instead, we continue to rely upon broken systems and
practices that lead to teams that are set up for underperformance from the get go.
Drafting a Winning Team …
4. Success comes from a combination of different sources, typically a cocktail that
includes equal parts hard work, effort, timing and luck. The first two ingredients set
the groundwork for the moment when opportunity presents itself and the organization
and its leaders swing into action. In sports and business “getting ready to win” is as
important to ultimate victory as playing the game itself. Despite this, leadership teams
rarely prepare in the way they should.
Just ask yourself the following questions:
• How much practice time does your team allocate?
• How well organized and planned are the practices you do hold?
• How much do you work on perfecting your “special teams” and “plays”?
• How fit is the team, and what are you doing to improve the level of fitness?
It might seem like a throwback to the values and beliefs of an earlier age to suggest
that hard work matters, but the truth is - it does!
Successful teams prepare to be successful and, while there is nothing glamorous about
the preparation phase of the journey to victory, the gold medal winners know there
are no shortcuts. The gruelling, boring preparation is all part of putting yourself in a
position to excel when it really matters.
Meticulous Preparation …
5. The Role of Culture …
Astudyofseriallysuccessfulwinningteamswillquicklyandconvincinglyrevealtheimportance
cultureandchemistryplayinensuringvictory.Thesearenotmysterioussecretslockeddeep
in an underground vault. Simply put, they are the basic, common sense rules of success.
Culture matters, despite how often it is ignored or dismissed by leaders who look down
their nose at the “soft skills”, and prefer instead to puff up their egos with macho locker
room banter about the value of the “hard stuff”. It is disturbing to witness the naïve talk
of leaders who refuse to accept that success occurs within a context, and is the direct
result of time spent creating the “winning conditions”. Success is the outcome - culture,
chemistry and the other “soft skills” are all part of the inputs. Garbage in - garbage out!
Theexternalmarketconditions,thepaceoftechnologicalchangeandthenatureofsocietal
and demographic change all conspire to make organizational culture an even bigger and
more important priority than ever before. Leaders need to revisit their understanding of
what culture means and the role it plays. Some common myths need to be punctured.
• The myth that culture is something HR looks after - wrong
• The myth that culture is about employee engagement - wrong
• The myth that culture is linked to compensation and benefits - wrong
• The myth that culture is elusive and cannot be proactively shaped - wrong
It’s time to grow up and place the elephant of culture on the leadership table.
6. We seem to have come to the mistaken belief emotion has no place in the workplace
and must be banished. This absolves too many leaders of the need to hone their skills of
managing emotions, both their own and those of their teams. It provides a convenient
excuse behind which some leaders hide. In the process, it deprives their organizations
of a source of positive energy that can be put to very good use.
Emotions matter - in both business and sport!
In fact, emotions, including passion, drive, competitive spirit and determination, are
all necessary ingredients for success for any endeavour in which there are obstacles
to overcome and challenges to meet. If you disagree, then ask yourself why both the
American men’s and women’s hockey teams wilted under the pressure of important
games in the recent Sochi Olympics.
• Were they less talented? Not likely.
• Were they less prepared? No, they were not.
• Were they less well coached? Very, very unlikely.
They wilted because their heart was not as big and their emotions were not as well
channeled - especially when they met some adversity along the way.
Heart matters - especially when you are tested.
Heart as Human Jet Fuel …
7. There are several important behaviors which leaders can leverage to get things done,
to drive change and to overcome obstacles. However, the subject of determination,
as an essential leadership trait, has not been studied in the way it deserves. The most
important insights in this regard come from the work of Dr. Angela Duckworth at The
University of Pennsylvania and her research into what she calls “grit” (and others
might simply call determination).
Professor Duckworth has identified an important breakthrough in our understanding
of performance and what distinguishes one person over another. She reminds us that
“smarts” on their own are not enough to drive success. The “grit” she talks about is
something that is hard to define, but you know it when you see it!
Associated with “grit” are the twin concepts of self-control and conscientiousness.
Dr. Duckworth describes “grit” as the tendency of a person to sustain interest in,
and effort toward, very long-term goals. Self-control is described as the voluntary
regulation of behavioral, emotional, and attentional impulses in the presence of
momentarily gratifying temptations or diversions.
This powerful combination of personal attributes is what allows some people to push
harder, strive higher and remain committed in the face of adversity. In today’s world
of short-term thinking and endless distractions, these traits are perhaps the answer
to managing some of the stresses we feel. They speak to the character of the leader
and, while hard to measure empirically, they represent the intangibles that separate
good from great, and success from mediocrity.
The Power of Determination ...
8. All of the great leaders and leadership teams I have known, over thirty plus years,
have benefitted from their share of good luck. In fact, if anyone ever tells you that
there have not been times when they got a break, they are probably lying to you
or are deluding themselves. Luck in business is about seizing opportunity when it
presents itself.
The great leadership teams we know and have studied over time have worked hard,
every day, to make sure they are ready to grab opportunity from the table when it
presents itself.
• They have done the small things.
• They have stuck to some core beliefs.
• They have ground it out in the trenches, over and over again.
Having done so, and having paid careful attention to the chemistry, culture and
character of their leaders, they have been able to pounce quickly when opportunity
presents itself. In the case of our women’s Olympic hockey team, a puck that luckily
hits a goal post to keep the game against our American cousins close, ends up being
the turning point that shifted the momentum and led to a win for the team that was
behind going into the third period.
As always, luck comes to those who are well prepared.
Never Underestimate Lady Luck ...
9. Setbacks are a part of business life – some would argue a necessary part, if you
believe we learn more from our failures than our success. Setbacks come in all sizes,
shapes and forms, and they tend to present themselves at the most inopportune
and inconvenient of times. Leaders can’t prevent surprises and setbacks, no matter
how hard they try or how many processes, policies and procedures they put in
place. Leaders are much better advised to build organizations that can bounce back
fromadversity quickly, rather than pretend they can erect walls to prevent setbacks.
Resilience is a positive organizational trait, and you can build resilience into your
organization in several different ways. The most important of these is instilling
confidenceinpeoplethattheywillnotbepunishedfortheirerrorsofeithercommission
or omission. We can go even further and suggest that since mistakes and setbacks
are inevitable, you should make them sooner rather than later in order to provide
valuable learning and insights that can be built into the organizational architecture.
To face adversity is to face the world as it is - imperfect, random and oftentimes
paradoxical. Leaders who hesitate or, even worse, freeze in the face of adversity,
are not likely to succeed in the long-term, because they create organizations
which lack the resilience necessary to carry on. The author Seth Godin refers
to these moments as “dips”, which represent the necessary tests along
the road to success and serve to separate the worthy from the pretenders.
Lessons from Adversity ...
10. Standing behind the bench of any great team is a great coach. Notice, they are found
behind the bench (in support of their players), not in front, where the players deserve
to be! If you had carefully watched both Mike Babcock and Kevin Dineen (the coaches
of our two gold medal winning Team Canada hockey squads) as they skillfully guided
their teams through the Olympic experience, you will have seen two leaders who
never got too high and never got too low. In fact, their emotional tone and demeanor
could have even been described as coldly neutral, but without doubt, they both feel
something inside. It’s a matter of emotional control and perspective, two things that
business leaders could learn to embrace.
In addition, both of these coaches had confidence in their teams and a quiet confidence
in the preparation leading up to important games. They understand that preparation
matters, and that doing the hard work of “getting ready” is vitally important. Seldom
do our business leaders commit to the same intensity of the preparation phase of
work in the way they should.
To make matters worse, they don’t always know how to manage the bench during the
game. They are not attuned to the subtle signals which their players emit, and seldom
do they trust their intuition on who to put into the game at just the right moment.
Business leaders should act more like hockey coaches than commanding officers.
Coaching from the Bench ...
11. Canadians all across the country once again felt the pride of Vancouver 2010 as
they watched Sochi unfold on their TV screens and web browsers. They marvelled at
the success of athletes from all of the various winter sports (captured in the Twitter
hashtag #we are winter), whether they were Canadian or otherwise. But, as always,
we reserve our biggest boasts for hockey.
We can honour all athletes by taking away lessons which can be applied in business
just as well as they can on the snow or the ice. Lessons born not from academic
textbooks, but rather lessons drawn from the well of common sense.
The following are just some of those lessons.
Build Teams of Leaders
We have become infatuated with the cult of the superstar leader, the hero,
the mythical men and women of unbounded charisma. The best organizations,
however, focus on building a pipeline of leaders who know how to play on teams
and who respect the name on the front of the jersey, not the name on the back.
Get the Chemistry Right
Too little attention is paid to the importance of chemistry when building teams.
The collective result is what matters, and a team of A players does not always win
over a team of B players who play with heart, pride and passion.
Steps to Take :: Actions to Consider
12. Practice Hard - Practice Often
Greatness does not just happen, it is built and earned through hard work and the
constant search for mastery, which come from deep within. The great players
always take practice seriously and, yet, in business, it is always the solitary
superstars who refuse to practice with the team and see it as a waste of their time.
Focus on Potential
There are not very many superstars who are born – the majority are made! They
evolve over time, based on a certain innate capability, but it has always been
baked into them by parents, teachers, coaches and life experiences. Business
leaders need to stop looking for the Sidney Crosby types and, instead, look
for those who have the potential, but who need someone to help release it.
Hire for Heart, Grit and Determination
IQ is overrated as a determinant of success! At best, it is no more than one
third of the total success equation, sitting alongside EQ and Character. Those
leaders who perform best under pressure, and within the fog of ambiguity,
tend to be those with more grit and determination than those with a fist full of
degrees from Western, McGill or Harvard.
Commit to Learning from Setbacks
You can tell when a leader lies or misleads. One of the most heinous lies is
about how mistakes are treated in the typical organization. The gap between
rhetoric and reality in this domain can be huge and, while the spoken word
says “stick your neck out and take a risk”, the daily code is the exact opposite
and only the CEO is blind to the reality.
13. The Beacon Group is a Canadian-based professional services firm supporting clients
throughout North America and around the world. We work with organizations in all
sectors and industries in the development of their business strategies and in leveraging
their investment in human capital. Our full line of service offerings ensures we are not
only able to help leaders understand the strengths, weaknesses and opportunities of their
organization, but also develop and deliver programs that address their key areas of concern.
Our Core Values
In all aspects of our client relationships we commit to being:
- Forward thinking | Pragmatically radical
Thought Leaders - Innovative | Audacious
Responsive - Fast acting | In touch
Agile – Enthusiastic | Nimble
Passionate - Loving what we do | Creating passion in others
Customer Driven – Dedicated, involved | Totally committed
The Beacon Group is ...
TALENT
TALENT ASSESSMENT &
PERFORMANCE ENHANCEMENT
PERFORMANCE + POTENTIAL
MAXIMIZING ORGANIZATIONAL HEALTH
&
IMPROVING BUSINESS PERFORMANCE
ORGANIZATIONAL TRANSFORMATION
& EFFECTIVENESS
TALENT IDENTIFICATION
& DEVELOPMENT
LEADERSHIP
MANAGEMENT TRAINING &
LEADERSHIP DEVELOPMENT
DESIGN + DELIVERY
CULTURE
ORGANIZATIONAL &
CULTURAL ASSESSMENT
ENGAGEMENT + FITNESS
STRATEGY
STRATEGIC THINKING &
PLANNING
FACILIATION + DIALOGUE
14. The Beacon Group is represented by a diverse group of talented individuals who come from a
wide variety of professional backgrounds. This breadth of knowledge and experience is what
we believe sets us apart.
Our essential goal is to assist senior leadership teams in their efforts to:
• Optimize — their strategic positioning and market opportunities.
• Maximize — long-term organizational health and effectiveness.
• Develop — overall leadership competency and fitness.
• Create — sustainable levels of superior performance.
We do this by partnering closely with our clients to ensure their strategic business objectives
are fully and adequately aligned with the capacity and capability of their people.
Our ultimate aim is to ensure leaders, at all levels within an organization, are better able to
understand the world in which they live, better able to make sense of the conditions they
face and better equipped to deal with challenges as they arise. As a result, we ensure they
are better able to influence their future and realize their potential.