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The Collaborator: Discover Soccer as a Metaphor for Global Business Leadership
Published by Dustin Bradford Modified over 3 years ago. Ability-Based Education at Alverno College. Proposed Outcomes for Session 1. To introduce you to Alvernos approach to designing integrative general education. Project L. Report May through October Creating a design to meet stakeholder desires and dissolve our current set of interacting problems.
You need to network to make a career switch. Second- and third level connections are where the action is!
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Most people in your immediate circle have the same information you do, so the goal is to get their network, because that is where your next opportunity lies. Asking for help makes most of us uncomfortable and we often go to great lengths to avoid doing it. We fear rejection. We fear that people we think less of us. But the truth is we need the help and support of others to succeed. To be sure, leadership is fundamentally about asking people for help.
Making matters worse, our intuitions about what should make others more likely to help are often dead wrong; our fumbling, apologetic ways of asking for assistance generally make people feel far less likely to want to help. We hate imposing on people and then inadvertently, we make them feel imposed upon. But for some reason, we forget that when it is our turn to ask for help.
Research shows that people actually like us more when they have been able to help us. It makes them feel good too—unless they feel compelled to help.
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In-Group Reinforcement. Those members of our group are the most likely to help us. The Positive Identity Reinforcement.
Most people like to think of themselves as helpful because it is part of what it means to be a good person. We reinforce that with gratitude and appealing to the things that matter to them. They need not bother.
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The Effectiveness Reinforcement. People want what they do to make an impact—to have meaning. If we feel we are not making an impact, we are likely to lose motivation. People need to clearly understand the impact of their helping. Research shows that when people are unable to get any kind of feedback about how well they are doing on a task, they quickly become disengaged from it.
Be clear up-front about what you want done and the impact it will have. And be sure to follow-up. Let them know how things turned out. Reinforcements is written in an engaging way and is full of solid research to support the approach needed to get the help we need to succeed. It is practical advice for anyone asking for help in a way that will leave both parties feeling good about the relationship. How many working hours of the average day do you and your team spend in the Drama Triangle? This triangle was developed as a social model years ago by Stephen Karpman, a student of Dr. Eric Berne, the father of Transactional Analysis.
It maps out a type of dysfunctional interaction that is common in the workplace and in our homes as well. Karpman used this triangle to define three points that arise predictably in any dysfunctional real-life drama: the Persecutor, the Victim, and the Rescuer.
Notice that all three of these are roles we can choose to play, or choose to step back from , at any time. Here are three ways you could choose to respond:. The classic enabler. One classic pattern is: boss attacks Persecutor , people defend themselves Victim , other people come to their aid Rescuer. Be honest. How often do you really want to do that? A lot of the leaders we work with are shocked to learn that most of their workplace interactions fall within this dysfunctional triangle!
Start noticing that the Drama Triangle game typically begins with one person — it could be you — taking up the Persecutor or Victim role. For instance:. If not, could you think of anyone else we can get to help you out with it? Leave people enough time to readjust before the deadline.
Your responsibility as a leader is to support your people, start good conversations, and make good outcomes possible. The Drama Triangle goes in the exact opposite direction of all three of those goals: it disempowers your team, starts lousy conversations, and makes terrible outcomes much more likely. The only way to win this particular game to resolve not to play — and then stick with that decision! He oversees the corporate direction and strategy for the company's global operations including sales, marketing, consulting, alliances, and support.
Under Mattson's leadership, the Sandler organization expanded domestically and internationally to over offices in 32 countries. For more information, please visit the Road to Excellence website. The Excellence Process consists of six steps that when taken in order and made part of your culture will turn excellence into a process and help to get rid of your blind spots. He has curated ideas from 45 internationally—known doers and thinkers on the topics of entrepreneurship, innovation, and authentic leadership. But here are several that I found interesting my first time through the book:.
We know that a startup is a temporary organization designed to search for a repeatable and scalable business model. The corollary for an enterprise is as follows:. A company is a permanent organization designed to execute a repeatable and scalable business model. Once you understand that existing companies are designed to execute, then you can see why they have a hard time with continuous and disruptive innovation.
It will happen especially in industries such as transportation, shipping, finance, and retail, but all kinds of companies and leaders should look into this much deeper. Of course, the big companies have an advantage due to the amount of data they often how. The startups lack this, and data is increasingly becoming king. Daniel Burrus: How to Anticipate the Future. There are an amazing number of things we can accurately predict when we learn how to distinguish between what I call hard trends, trends that will happen, and soft trends, trends that might happen.
Think of it as a two-sided coin. Agility is on one side, allowing you to react fast to unforeseen change, and the other side is anticipatory, allowing you to see what is coming and take action before the change occurs. Agility is basically reacting quickly to change. Agile innovation will keep you reacting to disruptive innovation created by others. They are indeed timeless. Brian Dodd examines in Timeless Kindle what it takes to reach the top of your profession. How do you become the best at what you do? How do you become an Apex Leader? Dodd has selected the 10 key practices that Apex Leaders have in common.
While character, patience and empathy are important for a leader to sustain their leadership, they are not necessarily the behaviors and practices needed to get to the top of their chosen profession. Here, Dodd focuses on the achievement side of the equation.
What is required to be the best at what you do? While Timeless will resonate with Christian leaders, the principles apply across all organizations and contexts. As readers of his blog have come to expect, Dodd draws on many examples from the world of sports.