The document is a slide presentation by Bill Sheridan on business and personal development. It contains over 50 slides with quotes, summaries of books, and recommendations for improving business and leadership. The slides discuss topics like innovation, change, engagement, positivity, trust, and habits. They also promote a book club featuring various titles related to resilience, leadership, collaboration, and success.
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
We’re all on the journey of life, but how do you know you’re going in the right direction? What’s your purpose? How do you discover it? Your life is your vehicle to design, drive, and maintain. Unfortunately, too many people end up back seat driving through life or driving other people’s vehicles and never take the driver’s seat of their own lives. Using the 8 Cylinders of Success™ framework, this book and workbook will help you design the vehicle of your life and achieve your highest personal velocity in your personal and professional life.
The 8 Cylinders of Success™ is a framework created by Jullien Gordon based on academic research in performance optimization, self-motivation, positive psychology, and happiness and the in depth study of some of the world’s most successful people. The 8 Cylinders of Success™ includes your: principles, passions, problems, people, positioning, pioneers, picture, and possibility. Together, they lead to your purpose, which is your personal GPS system that continuously guides you in the right direction throughout life.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
This document discusses level 5 leadership and the characteristics that distinguish it from level 4 leadership. Level 5 leaders are highly ambitious for their company's success and are more focused on the company's greatness than their own personal image or legacy. They have a fierce will and drive results while also displaying compelling humility by deflecting credit to others. The operating style of level 5 leaders includes focusing first on the right people, confronting brutal facts, having a clear focus or "hedgehog concept", maintaining disciplined processes, and using technology strategically to accelerate progress.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
Presentation good to great by leke oshiyemi_for slideshareLeke Oshiyemi
The document provides an overview of Jim Collins' framework for building an enduring organization as presented by Leke Oshiyemi. Some key points:
1) Jim Collins is the author of several influential business books including "Good to Great" and "Built to Last" that explore what distinguishes companies that achieve long-term success.
2) Collins' research identified 11 companies that made the leap from good to great results over 15+ years, comparing them to companies that failed to sustain gains.
3) Collins' framework includes concepts like "Level 5 Leadership", focusing first on the right people before strategy ("First Who, Then What"), confronting brutal facts, the "Hedgehog Concept", and
We’re all on the journey of life, but how do you know you’re going in the right direction? What’s your purpose? How do you discover it? Your life is your vehicle to design, drive, and maintain. Unfortunately, too many people end up back seat driving through life or driving other people’s vehicles and never take the driver’s seat of their own lives. Using the 8 Cylinders of Success™ framework, this book and workbook will help you design the vehicle of your life and achieve your highest personal velocity in your personal and professional life.
The 8 Cylinders of Success™ is a framework created by Jullien Gordon based on academic research in performance optimization, self-motivation, positive psychology, and happiness and the in depth study of some of the world’s most successful people. The 8 Cylinders of Success™ includes your: principles, passions, problems, people, positioning, pioneers, picture, and possibility. Together, they lead to your purpose, which is your personal GPS system that continuously guides you in the right direction throughout life.
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
1) The document summarizes key concepts from Jim Collins' book "Good to Great". It discusses Collins' research analyzing what separated great companies from good companies.
2) Collins identified several factors that helped companies make the leap from good to great, including having Level 5 leadership, confronting brutal facts, and developing a "Hedgehog Concept" of focusing on their economic engine.
3) Technology can help accelerate growth but is not the primary driver of transitioning from good to great. Great companies only adopt technologies that fit within their Hedgehog Concept and become pioneers in applying that technology.
This document discusses level 5 leadership and the characteristics that distinguish it from level 4 leadership. Level 5 leaders are highly ambitious for their company's success and are more focused on the company's greatness than their own personal image or legacy. They have a fierce will and drive results while also displaying compelling humility by deflecting credit to others. The operating style of level 5 leaders includes focusing first on the right people, confronting brutal facts, having a clear focus or "hedgehog concept", maintaining disciplined processes, and using technology strategically to accelerate progress.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key lessons include: being responsible sometimes means upsetting people; the day soldiers stop bringing you their problems is the day you have stopped leading them; don't be afraid to challenge experts, even in their own backyard; perpetually optimism is a force multiplier; and command is lonely as the buck stops with the leader. The document emphasizes that good leadership involves tough decisions, accessibility, challenging the status quo, attention to details, prudent risk-taking, and surrounding oneself with talented people.
Look, Lead, Love, Learn: Four Steps to Better Business, a Better Life -- and ...Bill Sheridan, CAE
The document contains a series of slides from a presentation by Bill Sheridan of the Business Learning Institute. Each slide contains brief quotes, facts, or tips related to business, innovation, change management, and customer service. Key topics discussed include the importance of questioning assumptions, becoming an agent of change, overcoming the inertia of success, the definition of innovation, and tips for building an engaged and empathetic workplace culture.
Jim Collins' book Good to Great has been around awhile, but the principles are still valid. When someone speaks about "changing the system," this is the first step along that path.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
Level 5 leaders blend humility and fierce resolve, producing sustained excellence. They are modest yet drive results through inspired standards. They focus on the organization, not themselves, and set up successors for even greater success. Level 5 leadership, along with other factors like getting the right people and culture of discipline, can transform good organizations into great ones.
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
The 5 levels of leadership byJohn MaxwellSameer Mathur
John Maxwell outlines the five levels of leadership: 1) Position, where people follow due to obligation; 2) Permission, where relationships develop and people follow willingly; 3) Production, where credibility grows as leaders effectively solve problems; 4) People Development, where leaders commit to developing others' skills and capacities; 5) Pinnacle, where deep respect forms due to a leader's proven qualities and long-term contributions. Maxwell stresses that leadership is an ongoing learning process and different people view leaders through these various levels depending on their relationship.
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
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.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
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.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an outstanding one. It covers Level 5 Leadership, focusing first on the right people before decisions. Companies must also confront brutal facts, develop a Hedgehog Concept of what they are passionate about and best at, and create a Culture of Discipline. Technology is used as an accelerator, not the driver. Successful transformations are like pushing a heavy flywheel that builds momentum over time through consistent effort, rather than one defining action.
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
This document discusses key principles for transforming a good organization into a great one. It outlines Level 5 leadership, developing a Hedgehog concept to understand what a company excels at, confronting brutal facts, and establishing a culture of discipline. Level 5 leaders are ambitious yet humble, credit others for successes and take responsibility for failures. They establish a culture where disciplined thought and action can thrive through mechanisms for open dialogue and improvement.
Level 5 leadership is the highest level of leadership. It involves being highly ambitious for the company's success over personal gain or credit. Level 5 leaders demonstrate a fierce resolve to create superb results for the company and a compelling humility. They first focus on getting the right people in leadership roles before making strategic decisions. They also confront the brutal facts of reality and engage in open dialogue. Level 5 leaders help companies transition from good to great through disciplined thought and action within specified boundaries, using technology cautiously to accelerate momentum.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
The document discusses why many youths are unemployable in Nigeria and actions that can be taken to increase employability. It outlines that government dysfunction, a misaligned education system, declining industry, and shifting social values have contributed to unemployability. To remedy this, it advocates for curriculum reform, encouraging career counseling, strengthening personal values like responsibility and excellence, engaging in voracious reading, developing transferable skills, and awakening the entrepreneurial spirit through constantly seeking and creating opportunities to build experience.
This document discusses social skiing features available through EpicMix and other apps that allow skiers and snowboarders to connect with friends on the slopes, earn virtual badges, and unlock discounts and deals. It provides resources for EpicMix, OnTheSnow, and Foursquare as well as example videos demonstrating how EpicMix works at Breckenridge and how Foursquare can help users unlock their world.
The document summarizes leadership best practices from Jim Collins' books "Good to Great" and "Built to Last". It outlines five leadership practices and ten commitments from "The Leadership Challenge". It also discusses tools for leadership from "Good to Great" including Level 5 Leadership, the Hedgehog Concept, and building a Culture of Discipline. The presentation provides examples and exercises for applying these leadership models.
The document discusses key concepts for taking a company from good to great. It discusses the importance of level 5 leadership, which focuses on the company rather than the individual leader. It also emphasizes the need to first get the right people on the team before deciding on strategy ("first who, then what"). Companies must also confront the brutal facts of reality and maintain faith that they can prevail. The hedgehog concept involves focusing on what a company can be best at and is passionate about. A culture of discipline with the right people can avoid bureaucracy and sustain great results.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key lessons include: being responsible sometimes means upsetting people; the day soldiers stop bringing you their problems is the day you have stopped leading them; don't be afraid to challenge experts, even in their own backyard; perpetually optimism is a force multiplier; and command is lonely as the buck stops with the leader. The document emphasizes that good leadership involves tough decisions, accessibility, challenging the status quo, attention to details, prudent risk-taking, and surrounding oneself with talented people.
Look, Lead, Love, Learn: Four Steps to Better Business, a Better Life -- and ...Bill Sheridan, CAE
The document contains a series of slides from a presentation by Bill Sheridan of the Business Learning Institute. Each slide contains brief quotes, facts, or tips related to business, innovation, change management, and customer service. Key topics discussed include the importance of questioning assumptions, becoming an agent of change, overcoming the inertia of success, the definition of innovation, and tips for building an engaged and empathetic workplace culture.
Jim Collins' book Good to Great has been around awhile, but the principles are still valid. When someone speaks about "changing the system," this is the first step along that path.
This document summarizes a presentation about Jim Collins' book "Good to Great".
The presentation discusses Collins' research analyzing what separated good companies that became great, sustained great results, and compared them to good companies that did not become great. Key findings included the importance of Level 5 Leadership, focusing on the right people and opportunities rather than problems, confronting brutal facts rather than hiding from them, and developing a simple "Hedgehog Concept" to guide strategy. The presentation provides examples of companies that demonstrated these principles and became great performers.
Level 5 leaders blend humility and fierce resolve, producing sustained excellence. They are modest yet drive results through inspired standards. They focus on the organization, not themselves, and set up successors for even greater success. Level 5 leadership, along with other factors like getting the right people and culture of discipline, can transform good organizations into great ones.
Why Some Companies Make the Leap... and Others Don't is a management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition.
The 5 levels of leadership byJohn MaxwellSameer Mathur
John Maxwell outlines the five levels of leadership: 1) Position, where people follow due to obligation; 2) Permission, where relationships develop and people follow willingly; 3) Production, where credibility grows as leaders effectively solve problems; 4) People Development, where leaders commit to developing others' skills and capacities; 5) Pinnacle, where deep respect forms due to a leader's proven qualities and long-term contributions. Maxwell stresses that leadership is an ongoing learning process and different people view leaders through these various levels depending on their relationship.
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
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.
The document summarizes key concepts from Chapters 4-6 of Jim Collins' book Good to Great. It discusses the importance of confronting brutal facts, developing a Hedgehog Concept of focusing on one thing you can be the best in the world at, and cultivating a culture of discipline. Some main points include:
1) To become great, leaders must confront the brutal facts of reality and create a climate where the truth can be heard, even if it is scary. They must also retain faith that they can prevail despite difficulties.
2) Developing a Hedgehog Concept takes time and involves understanding what you can be best at, what drives your economic engine, and what you are passionate about. It
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.
This document discusses key concepts from the book "Good to Great" about transforming an average company into an outstanding one. It covers Level 5 Leadership, focusing first on the right people before decisions. Companies must also confront brutal facts, develop a Hedgehog Concept of what they are passionate about and best at, and create a Culture of Discipline. Technology is used as an accelerator, not the driver. Successful transformations are like pushing a heavy flywheel that builds momentum over time through consistent effort, rather than one defining action.
Jim Collins' book Good to Great analyzes what led companies to go from being good companies to great companies that achieved long-term stock returns three times greater than their industry. The key factors identified were having Level 5 leadership, confronting the brutal facts, and developing a Hedgehog Concept of focusing on what they could be best at and their economic engine. Companies that made the transition, like Abbott and Nucor, established a culture of discipline where highly self-motivated people were given freedom and responsibility to fulfill the company's Hedgehog Concept.
This document discusses key principles for transforming a good organization into a great one. It outlines Level 5 leadership, developing a Hedgehog concept to understand what a company excels at, confronting brutal facts, and establishing a culture of discipline. Level 5 leaders are ambitious yet humble, credit others for successes and take responsibility for failures. They establish a culture where disciplined thought and action can thrive through mechanisms for open dialogue and improvement.
Level 5 leadership is the highest level of leadership. It involves being highly ambitious for the company's success over personal gain or credit. Level 5 leaders demonstrate a fierce resolve to create superb results for the company and a compelling humility. They first focus on getting the right people in leadership roles before making strategic decisions. They also confront the brutal facts of reality and engage in open dialogue. Level 5 leaders help companies transition from good to great through disciplined thought and action within specified boundaries, using technology cautiously to accelerate momentum.
The document summarizes key concepts from the book "Good to Great" by Jim Collins. It discusses that great companies focus on having the right "Level 5 Leadership" that is both humble and driven. They also focus on getting the right "First Who" by ensuring they have the right people before deciding on strategies. Companies need to "Confront the Brutal Facts" by facing reality while maintaining faith. They develop a simple "Hedgehog Concept" of what they are passionate about and best at to drive their business.
The document discusses why many youths are unemployable in Nigeria and actions that can be taken to increase employability. It outlines that government dysfunction, a misaligned education system, declining industry, and shifting social values have contributed to unemployability. To remedy this, it advocates for curriculum reform, encouraging career counseling, strengthening personal values like responsibility and excellence, engaging in voracious reading, developing transferable skills, and awakening the entrepreneurial spirit through constantly seeking and creating opportunities to build experience.
This document discusses social skiing features available through EpicMix and other apps that allow skiers and snowboarders to connect with friends on the slopes, earn virtual badges, and unlock discounts and deals. It provides resources for EpicMix, OnTheSnow, and Foursquare as well as example videos demonstrating how EpicMix works at Breckenridge and how Foursquare can help users unlock their world.
Blogs, microblogs, podcasts, wikis, virtual worlds, social networks … and what they mean for your business. (Presented to the St. Louis Society of Association Executives on Nov. 17, 2009.)
This document discusses the rise of social media and its importance for businesses. It provides statistics on the growing popularity of social media platforms like Facebook, LinkedIn, and Twitter. It also outlines the benefits of using social media for businesses, such as increasing website visitors, links, and indexed pages. The document recommends that companies establish themselves as thought leaders and build communities through blogging, and provides tips for successful blogging.
The document discusses how to maximize success on LinkedIn. It provides key statistics about LinkedIn's user base and growth. The basics section outlines steps to complete a strong profile such as including a photo, using keywords, customizing your URL, and being descriptive. The networks section emphasizes the importance of connecting with others, being active by posting and engaging, endorsing skills, and using recommendations to get leads. The power users section lists advanced tools like resume building, tagging followers, using advanced search, finding classmates, and learning resources. The conclusion identifies the three keys to LinkedIn success as networks, content, and engagement.
The document discusses the basics of blogging for business purposes. It introduces blogs and their benefits, provides examples of successful company blogs like Seth Godin's and Starbucks', and gives tips for getting started like choosing a blogging platform and understanding that blogging requires commitment. The key steps for beginners are to decide goals, content, and bloggers; choose a blogging platform; and understand blogging is a long-term effort that requires frequent, consistent updates.
Learn Your Way to the Top with Personal Learning NetworksBill Sheridan, CAE
Want to conquer change and complexity? Then you’ll have to out-learn it. On that score, a personal learning network is your best friend. Find out why PLNs are so important — and how to start building your own.
Twitter: Changing the World ... 140 Characters at a TimeBill Sheridan, CAE
Twitter allows for quick announcements and real-time alerts in 140 characters or less. Some educators are having students use Twitter for extra credit to get them thinking about their subjects constantly. The document provides resources for using Twitter, including management tools and tutorial videos, and encourages following the author on Twitter.
The big question when it comes to social media and business is, "What's the return on investment?" The better question is, "What's the risk of NOT investing?"
The document appears to be a list of electronics and technology companies in India along with their leadership details. It includes over 130 companies, listing information such as the company name, CEO/Director names and contact details, CFO names, and address details. The companies cover a range of sectors including electronics manufacturing, software, medical devices, and more. Key information provided on each company includes names of top executives, their designations, email addresses and phone numbers.
Look, Lead, Love, Learn: Four Steps to Better Business, a Better Life, and Co...Bill Sheridan, CAE
It's a new world in the workplace. Groundbreaking shifts in regulation, demographics, leadership and technology mean that "business as usual" doesn't cut it anymore. Success today depends on our ability to collaborate, connect, innovate and inspire.
New Jersey Society of CPAs: Personal Branding via Social MediaBill Sheridan, CAE
Thought leadership used to be reserved for best-selling authors or ivory-tower researchers. Not anymore. Social media gives us the tools to build our personal brands and turn us all into thought leaders.
This document discusses building high-performing teams. It provides insights from leadership experts on how to create a culture of teamwork, including establishing values of integrity, accountability, diligence, perseverance and discipline. It also outlines seven lessons of effective leadership, such as having a compelling vision and gaining consensus on shared principles. Additional tips include creating trust, looking for results over formalities, and encouraging communication and new ideas to build up a team. Common barriers that break down teams include lack of trust, competing agendas and poor communication.
Tom has compiled a summer reading list of books focused on business strategy, leadership, and anticipating future trends. The list includes titles like The End of Competitive Advantage, The Second Machine Age, Leaders Eat Last, and The Nature of the Future. The books are meant to help readers think differently about strategy, comprehend exponential growth, build trust in organizations, and understand emerging social structures.
Look, Lead, Love, Learn: Four Steps to Better Business, a Better Life, and Co...Bill Sheridan, CAE
From the 2014 AICPA E.D.G.E. Conference: It's a new world in the workplace. Groundbreaking shifts in regulation, demographics, leadership and technology mean that "business as usual" doesn't cut it anymore. Success today depends on our ability to collaborate, connect, innovate and inspire.
The presentation is a summary of the book "The new art of the leader." by Ph.D Major General Rtd. USAFR.
The Book contains topics like:
The combat model of leadership
How to gain self-confidence
Secrets of motivatoin
Let's Talk Business Leadership Exchange 19 July 2011The Events Agency
This document summarizes a leadership event featuring three speakers: David James, CEO of Brasserie Bread; Mike Cannon-Brookes, co-founder and CEO of Atlassian; and Christopher Witt, founder of CEO School. David James spoke about innovating the "old world" industry of artisan bread making through technology and a predictive algorithm. The event was moderated by Valerie Khoo and addressed challenges CEOs face like lack of vision and control issues. Christopher Witt emphasized setting goals, priorities, and delegation for effective leadership. The document provides an overview and key points from the speakers.
James C. "Jim" Collins, III (born 1958, Boulder, Colorado) is an American business consultant, author, and lecturer on the subject of company sustainability and growth.
Jim Collins frequently contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc.
The document summarizes James Collins' book "Good to Great". It discusses key findings from Collins' research comparing companies that became great performers to good companies. Some of the main points are:
- Good to great companies are led by Level 5 leaders who are humble and driven to see the company succeed over themselves.
- These leaders focus first on getting the right people on the team before deciding on strategy or goals.
- Companies need to confront brutal facts about their situation while maintaining faith that they can improve.
- Great companies develop a "Hedgehog Concept" of focusing on one thing they can be the best at.
- A culture of discipline is important, with disciplined people,
Tom Peters' presentation discusses key principles for achieving excellence, including focusing on people, customers, passion, and continuous innovation. Some of the core ideas discussed are decentralizing decision-making, prioritizing execution, accountability, developing talent, and leadership with a clear purpose and passion that inspires others. Case studies and quotes from successful companies are provided as examples of these excellence principles in action.
7 areas of attention for self improvement and personal growth v2 engChristiaan Tome
In this fast changing world more and more organisations focus on "human" development. Nowadays more and more employees are asking themselves this: 'What are my true talents and passions? What do I want to create? And what do I want to realise?'
This presentation wil kickstart your personal development and focus on 7 areas for self improvement and personal growth. Find out which skills are suitable for you. And check out the 'essentials' list for each area: TED-talks, online courses audio books, presentations and interesting books.
Integrate these 7 areas into your career plan and become the person you are born to be.
General Mills Canada: Building a culture of innovationFelix Zappe
This presentation gives an approach towards the implementation of an innovation culture at general mills canada as presented in the ivey publishing case W14003 (A)
My notes from Nordic Business Forum 2015 in Helsinki.
Notes from leadership presentations given by John C. Maxwell, Nilofer Merchant, Guy Kawasaki, Simon Sinek and Keith Cunningham.
THE LEADERSHIP
CHALLENGE Kouzes and Posner
“Based upon evidence collected from around the world and over decades, THE LEADERSHIP CHALLENGE
provides guidance on how to lead and inspiration to make the effort.”
—Jeffrey Pfeffer, professor, Stanford Business School,
Kouzes and Posner sug-
gest that “practice” is
what leadership is all
about. Their model, THE
FIVE PRACTICES OF
EFFECTIVE LEADER-
SHIP, is offered as a
guide for all modern day
leaders in all aspects of
administration. The au-
thors found, when re-
searching for their book,
that these five practices
were common among ex-
emplary leaders. This
book is meant to be used
as a tool by leaders to
guide others to reach
their maximum potential.
Kouzes and Posner warn,
however, that in order
to become an effective
guide for others one
must have their own
house in order first.
They suggest and offer
questions by which lead-
ers may challenge them-
selves as to their be-
liefs, practices and abili-
ties. Gayle Hamilton
speaks to this as she
says, ”You can’t follow
someone who isn’t credi-
ble, who doesn’t truly
believe what they are
doing-and how they are
doing it.” Gayle is head
of the Pacific Gas and
Electric Company, one of
the many exemplary
leaders that the authors
have showcased in their
book. Each practice in
the book has with it nu-
merous examples of
leaders at their best.
Along with the Five
Practices, are the Ten
Commitments of Leader-
ship. These are offered
as time-tested strate-
gies through which lead-
ers attain their goals.
1. Find your voice by clarifying
your personal values.
2. Set the example by aligning
actions with shared values.
3. Envision the future by imag-
ining exciting and ennobling
possibilities.
4. Enlist others in a common
vision by appealing to shared
aspirations.
5. Search for opportunities by seeking innovative ways to grow,
change, and improve.
6. Experiment and take risks by constantly generating small
wins and learning from mistakes.
7. Foster collaboration by promoting cooperative goals and
building trust
8. Strengthen others by sharing power and discretion.
9. Recognize contributions by showing appreciation for individ-
ual excellence.
10. Celebrate the values and victories by creating a spirit of
Introduction to
the Five Practices
2
Ten Commitments 3
Model the Way 4
Inspire a Shared
Vision
5,6
Challenge the
Process
7
Enable Others to
Act
8
Encourage the
Heart
9
FIVE PRACTICES
OF EXEMPLARY
LEADERSHIP
1. Model the
Way
2. Inspire a
Shared Vision
3. Challenge the
Process
4. Enable Others
to Act
5. Encourage the
Heart
Kouzes&Posner
TEN COMMITMENTS OF LEADERSHIP
EXECUT
IVE BOO
K SUMM
ARY
Keith Walker
LDRS 591 Organizational
Behavior and Development
Very simply put-”YOU MUST LEAD
FROM WHAT YOU BELIEVE.” (Alan
Keith) This statement sums up the whole
model of the Five Practices. I.
The document discusses strategies for building a personal brand. It emphasizes that authenticity is important, and advises defining your brand with your niche, writing a compelling bio, developing a memorable tagline, and using relevant keywords. It also recommends starting a blog or website to share content and insights, using LinkedIn regularly to engage your network, and improving communication skills. The overall message is that developing a strong personal brand enhances credibility, visibility, and career opportunities.
This document discusses seven principles for developing a culture that works: vision, values, best practices, people, stories, environment, and execution. It provides examples of companies that exemplify each principle, such as Nordstrom for customer service and Ford for excellence. The principles emphasize developing a shared vision and values, baking best practices into processes, focusing on leadership development, using stories to engage employees, inspecting the environment, and establishing accountability. The goal is to analyze these principles and develop a culture aligned with an organization's goals that improves performance.
I've Heard Great Things About You: A nondouchey guide to personal branding an...Jason Shen
The document provides tips on personal branding and self-promotion, suggesting that individuals understand what others want, become remarkable people, and communicate their value at scale rather than just focusing on products or businesses. It discusses developing interesting projects and relationships, discovering one's mission, giving freely, building an audience, and presenting well. The case study of Amit Gupta is used to illustrate how to craft an effective personal brand through an accessible website that shows his personality, mission, projects, and validation from others.
The document discusses why people should be led by the speaker. It suggests that people will follow a leader who is passionate about their purpose and values, and genuinely cares about helping others achieve their goals. A good leader leads by example through their actions, ethics and resilience. They are worth following because they are committed to personal growth, bring out the best in others, and make decisions with courage.
CCH User Conference: How to Innovate When Your Boss Says NoBill Sheridan, CAE
Innovate or die, you've been told, so you've burned the midnight oil coming up with some great ideas for how your organization can beat your competition to the punch. You present them to your boss, who answers with the dreaded, "No." You know your organization's future depends on its ability to do things differently, but how do you do that when leadership blocks your path?
VHMA Annual Meeting: Anticipatory Leadership in the 'Fast Future'Bill Sheridan, CAE
Recent research says our business environment will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now imperative that leaders learn a new skill – how to accurately anticipate the future. This session will show you how to anticipate future trends and move from being a crisis manager to an opportunity manager. At the end of the session, participants will set actionable steps to elevate and accelerate their organization’s strategy.
Welcome to the Fast Future: The Anticipatory Accounting and Finance ProfessionalBill Sheridan, CAE
From the Montana Society of CPAs' Industry Conference: Recent research says our business environment will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now imperative that leaders learn a new skill – how to accurately anticipate the future. This session will show you how to anticipate future trends and move from being a crisis manager to an opportunity manager.
Leading 5 Generations in the Workplace: The Generational Secret Nobody is Tal...Bill Sheridan, CAE
You've heard it all before: Millennials want flexibility, state-of-the-art technology, career development, purpose, and meaning in their work. But really ... who doesn't want these things? This isn't a Millennial problem, a Gen Xer problem, or a Baby Boomer problem. This is an organizational problem.
Get ready for the fast future: Why anticipation is the must-have skill of tom...Bill Sheridan, CAE
According to the AICPA, the business environment of tomorrow will be characterized by "unprecedented, massive and highly accelerated change." Not surprisingly, clients are demanding that their CPAs and accountants help them deal with that change by providing future-focused, proactive advice -- but only 8 percent of CPAs say they are future-ready and even fewer say they have the time to become so. This session will examine the trends that are impacting our profession and offer three steps that CPAs and accountants can take to become future-ready.
The document provides tips for using social media effectively. It lists 10 things to do, such as create content, promote your brand, build connections, and engage with others. It also lists 10 things to avoid, like shunning deep work, being inauthentic, being gullible, mean, or oversharing private details. Quotes throughout emphasize the importance of lifelong learning, giving to others, being strategic and nice online.
Digital CPA 2016: Winning the Talent War in Business Process OutsourcingBill Sheridan, CAE
BPO's rise has led to new niches within the CPA profession, leaving an army of new CPA consultants in search of the competencies that will help them rule the BPO world. Offering your team the skills they need for BPO success will set your practice apart and give you a leg up in the war for new talent.
Tweet It: An Overview of How Social Media Can Enhance Your Business?Bill Sheridan, CAE
In this presentation to the AICPA's 2016 Forensic and Valuation Services Conference, Bill Sheridan makes the business case for social media and offers some advice for how to build a successful network.
The future-ready CPA: Waves of change, oceans of opportunityBill Sheridan, CAE
How can we become future ready if we don’t have enough time? Even worse is that everyone expects this pace of change to accelerate. The latest trends in research indicate we are in a period of exponential change with no signs of slowing down. So how do we stop the insanity? It’s about turning around and looking into the future waves of change coming at us instead of the shoreline, learning how to avoid being swamped by the
waves and, even better, learning how to look for the opportunities in each wave and how to ride them. The alternative is to stay stuck in the present and risk being left behind in the same change of forces accelerating before our eyes.
A crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
The document discusses how CPA firms can transition from a focus on compliance to providing strategic value and insights for clients. It identifies several trends impacting CPAs, such as increasing complexity, information overload, and the need to be proactive. The document outlines five steps CPA firms can take to become "future-ready": understanding the context of technological changes and trends, having certainty around hard trends, creating capacity, developing key competencies, and strengthening core values and beliefs. It emphasizes the importance of anticipation, strategic thinking, and continuous learning to adapt to disruptions and changing client needs.
What Got You Here Won't Get You There: Leading the Next Generation in the Wor...Bill Sheridan, CAE
Like everything else, leadership is changing -- transforming, actually -- before our very eyes. Here's a look at the skills that the next generation of leaders will need to succeed.
What Got You Here Won't Get You There: Leading the Next Generation in the Wor...Bill Sheridan, CAE
The document discusses leading the next generation in the workplace and what millennials want from their jobs. It notes that millennials value flexibility, team cohesion, collaboration, and a clear career path. The document also lists qualities of tomorrow's CPAs like being proactive, flexible, collaborative, and technologically savvy. Finally, it provides 11 things young professionals want, such as more collaboration, transparency, and initiative from their employers.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
1. Four steps to
better business, a
better life — and
conquering
complexity
in the process
From the pages of
CPA Success
Bill Sheridan, CAE
Business Learning Institute
2. The U-505
252 feet long
Nearly 31 feet high
880 metric tons
Sank eight ships before the
U.S. Navy captured it in the
south Atlantic on June
4, 1944.
One of only four World War
II-era German U-boats in
existence as a museum ship.
Bill Sheridan, CAE
Business Learning Institute
3. View the full video at http://www.youtube.com/watch?v=DUuQIpVuhCg
Bill Sheridan, CAE
Business Learning Institute
8. “Innovation is the creation of new forms
of value in anticipation of future demand.”
-- Andrew Zolli
Bill Sheridan, CAE
Business Learning Institute
9. The world according to Peter Sheahan
1.
2.
3.
4.
5.
Question all of our assumptions.
Be a driver of change.
Overcome the gravity of success.
Beware of specialization.
Action before clarity.
Bill Sheridan, CAE
Business Learning Institute
13. “Engaged people will do whatever it takes to get the
job done. Engagement comes from conversation
about the task at hand. Those conversations lead to
dreams of what could be, which lead to talk of what
must be done.”
-- Emmanuel Gobillot
Bill Sheridan, CAE
Business Learning Institute
16. 1. Don’t hire unhappy people..
2. Smile.
3. If friendliness is top priority, relevance is a not-toodistant second.
4. Be generous.
5. Be empathetic.
Bill Sheridan, CAE
Business Learning Institute
18. “If you create something that somebody would pay
for, but you give it away, not only are you building trust
and a debt of gratitude but you shock them into sharing
it. They share not only the asset itself, which is
inherently valuable to the brand, but they share the fact
that they are surprised that a brand would just give it to
them and not try to sell them along the way.”
— Joe Chernov, Kinvey
Bill Sheridan, CAE
Business Learning Institute
25. The Look, Lead, Love, Learn Book Club
"Resilience: Why Things Bounce Back," by Andrew Zolli and Ann Marie Healy
"Flip! How to Turn Everything You Know On Its Head and Succeed Beyond Your
Wildest Dreams," by Peter Sheahan
"Leadershift: Reinventing Leadership for the Age of Mass Collaboration," by
Emmanuel Gobillot
"Follow the Leader: The One Thing Great Leaders Have that Great Followers
Want," by Emmanuel Gobillot
"Linchpin," by Seth Godin
Bill Sheridan, CAE
The Business Learning Institute
26. The Look, Lead, Love, Learn Book Club
"The Likeability Factor," by Tim Sanders
"Today We Are Rich," by Tim Sanders
"Love is the Killer App," by Tim Sanders
"Escape Velocity: Free Your Company's Future from the Pull of the Past," by
Geoffrey Moore
"I Love You More Than My Dog," by Jeanne Bliss
"Give and Take," by Adam Grant
Bill Sheridan, CAE
The Business Learning Institute
27. The Look, Lead, Love, Learn Book Club
"Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan
Cain
"Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel
Burrus
"The Silent Language of Leaders," by Carol Kinsey Goman
"The Power of Habit: Why We Do What We Do in Life and in Business," by
Charles Duhigg
"Positivity: Groundbreaking Research," by Barbara Fredrickson
Bill Sheridan, CAE
The Business Learning Institute
28. The Look, Lead, Love, Learn Book Club
"The Platinum Rule: Discover the Four Basic Business Personalities and How
They Can Lead You to Success," Tony Alessandra and Michael J. O'Connor
“Drive,” by Daniel Pink
“Start With Why,” by Simon Sinek
“Innovative Intelligence,” by David Weiss and Claude Legrand
“Regeneration: A Manifesto for America’s Next Leaders,” by Rebecca Ryan
Bill Sheridan, CAE
The Business Learning Institute
29. The Look, Lead, Love, Learn Book Club
“Trust Your Vibes: Secret Tools for Six-Sensory Living,” by Sonia Choquette
“Trust Your Vibes at Work and Let Them Work For You,” by Sonia Choquette
“The Seven Habits of Highly Effective People,” by Stephen Covey
“Life’s Golden Ticket: An Inspirational Novel,” by Brendon Burchard
“Lean In,” by Sheryl Sandberg
Bill Sheridan, CAE
The Business Learning Institute
30. Download these slides at …
Slideshare.net/BillSheridan
Bill Sheridan, CAE
The Business Learning Institute
32. Download these slides:
Slideshare.net/BillSheridan
Follow me:
MACPA’s blog: CPASuccess.com
Facebook.com/BillSheridan
LinkedIn.com/in/BillDSheridan
Twitter.com/BillSheridan
Gplus.to/BillSheridan
YouTube.com/BillSheridan
SlideShare.net/BillSheridan
Flickr.com/photos/Sheridan
Bill Sheridan, CAE
The Business Learning Institute
Hinweis der Redaktion
Do we have any World War II buffs here today?This is the U-505.It is a German submarine, used in World War II, and she was a pretty nasty foe for the allies.She conducted 12 patrols in her career and sank 8 ships, including 3 American vessels.She’s one of only four World War II-era German U-boats in existence as a museum ship, and today she makes her home at the Museum of Science and Industry in Chicago.Impressive display, but really, I was more interested in how they got the monster inside the museum’s basement. It’s not like moving a couch; you don’t just wiggle the thing through the front door and down the stairs.
So they altered the museum itself. They built a new underground wing by digging a hole, lowering the sub into it, then walling it up and building an exhibit around it.What’s my point? Simply this: The big changes that are rocking our worlds often don’t fit neatly in the confines of our rigid business processes. Too often, we try to change the new stuff to fit our needs.But we’re the ones who need to change.
That’s the kind of thing that Tom Hood and I have been writing about in the MACPA’s blog, CPA Success, for the past six and a half years.We launched the blog with the idea that we would write about the things that CPAs can do – or ARE doing – to succeed in this rapidly changing world.It’s been a lot of fun, and a very rewarding experience as well. The blog has earned praise throughout the profession as one of the top accounting blogs around.About a year ago, I noticed that a lot of what had written seemed to fall in four distinct categories – four ideas, really, when it comes to the future of the profession, the changing face of leadership, change management, all of that.So I started to compile blog posts from throughout the years and drop them into these buckets in the hopes of creating a short e-book. I wanted something that members could take with them that would offer them lessons in leadership, little nuggets of inspiration, or even just a way to kill some time on an airplane. That’s good too.
The result is “Look, Lead, Love, Learn: Four Steps to Better Business, a Better Life — and Conquering Complexityin the Process.”We published the book literally THIS WEEK. It’s available on Amazon right now.And I want to spend some time today sharing some of those stories with you. I think there are some important lessons here that we ALL can learn from … or at the very least get us thinking about ways in which we might begin to change ourselves to accommodate some of these huge opportunities.
So let’s break down those four words.First: LookWe’re busier than ever trying to solve today’s problems, but the key to overcoming change and complexity is not our reaction to what’s happening today. It’s our ability to see what’s going to happen tomorrow. Plenty of opportunities loom on the horizon—if we take time to come up for air and look for them.Here are a few tales about the rewards of looking ahead . . . and the perils of looking away.
So here’s a question: What do you think of when you hear the word “Innovation?”Most people are likely to conjure up images of some groundbreaking new device or idea, right? The iPhone. The Cloud. 3D Printing. Driverless cars. Things like that are the face of innovation right?Absolutely not. Not according to Andrew Zolli.He’s a futurist and CEO of the annual highly influential Pop!Tech Conference. And he says that real innovationis less about producing something new and more about anticipating what’s going to be new—and we all can do that.Here’s how he defines innovation.
What he’s saying is this: In order to innovate, you don’t have to know what people need. You have to know what they’re going to need.Those types of innovation are what Zolli would call “weak signals of disruptive change.” They’re not here yet, but you can see them coming.Great leaders are the ones who detect those signals early and act on them.To do that, though, we have to look. We have put aside the day-to-day, pick our heads up and see what’s coming at us from the horizon – before it steamrolls us.“Our normal metaphors about innovation are all about breakthroughs, change, things that are different, a radical reframing of an industry,” he said. “The reality is that most innovative work is incremental improvement. It’s about staying ahead of trends as opposed to reacting to trends.Again, from Andrew Zolli:“We need to engage the very top levels of the organization in a conversation about embracing a different kind of risk portfolio. That means having an established set of processes in place in which you have no expectation of return. You make investments not only for operational excellence but for learning and adaptation.”
Peter Sheahan has some suggestions along those same lines. He’s the author of “Flip: How to Turn Everything You Know on Its Head--and Succeed Beyond Your Wildest Imaginings.” Here’s how HE says we need to tackle change:1. Our job going forward is simple . . . and supremely complex. Question all of our assumptions about what’s happening now and what it might look like tomorrow. Those assumptions will almost surely be wrong.2. Are you a steward of the past or a driver of change? Are you beholden to clients, members, or employees who are stuck in yesterday, or are you committed to leading people into a brave new world? If you’re the former, you’d better figure out how to become the latter.3. The hardest thing about staying awesome is the gravity of success. The more we succeed, the more we want to keep doing the same old things. In a world of change, that’s a mistake.4. Complexity breeds specialization, and specialization breeds silos, and silos stifle communication, collaboration and innovation. We’ve tried for years now to tear down silos, yet we find ourselves in an era that promotes the very creation of silos. Walls destroy innovation and collaboration. Walls destroy our efforts to outpace the rate of change. Proceed with caution.5. In times of great change, action must come before clarity. We don’t have the luxury of examinations, studies, task forces, and white papers. We need to act—and fast. Don’t wait for a blueprint. We’re building the blueprint on the fly. Take a leap of faith and adjust things after the fact.‘
What does it mean to lead today? What separates the world’s best leaders from the rest of the pack?Here’s a guess: They use the word “we” more than the word “me.”Leadership today isn’t about barking orders and command decisions. It’s about nimbleness, flexibility, and collaboration.At CPA Success, we’ve written a lot about the changing face of leadership. Here’s a taste.
My wife Alison has a non-negotiable rule about eating out: Don’t order anything you’d make for yourself at home. No chicken. No salmon. No spaghetti. If you’re going to lay out that kind of cash for a meal, make it an experience.She took that rule to an extreme for my 2012 birthday dinner. We went to an incredible place called Stone Soup Cottage, just west of St. Louis. This place opened in 2009; by 2010, it had been named the top restaurant in St. Louis. It’s that good.When you go to Stone Soup Cottage, you eat what they decide to feed you. There’s no menu with a million options. In fact, you’re given a list of what you’ll be eating that night—take it or leave it. It’s called a tasting menu with six small courses, some of them paired with wine.Right away, I liked it. No menu meant no decisions and fewer things to worry about. I didn’t even mind that two of the courses featured truffles (which I hate) and that a third consisted entirely of something called “periwinkles” (obviously a fictional food). No matter—this was going to be a God’s honest experience.And it was. Simply put, it might have been the best meal I’ve ever had. Because the chef wasn’t spread too thin with an overpopulated menu, he could concentrate on a few things thoughtfully and artfully prepared. Heaven!
So what’s the point?Here it is, leaders: Take a few chances every now and then.Sure, you can take the safe route, do the same old tired thing over and over again, and produce the same old results. You might even make money doing it.Here’s what you won’t do:Stay relevant.Improve yourself.Learn anything new.Stay on top of the latest trends.Help your clients stay on top of the latest trends.Notice the weak signals of disruptive change and the game-changing opportunities they provide. Remember the formula stated at the beginning—that your learning must be greater than the rate of change. Yes, it’s possible to keep coasting ignorantly along until change crushes you.But do yourself a favor: Try the periwinkles.
And one more thing – maybe the most important thing. Have conversations. Here’s what leadership expert Emmanuel Gobillot says about conversations.Finally, says Emmanuel – end each conversation with this question:Has this conversation made my team members feel stronger and more capable?
The word Love covers a lot of ground. Love of family. Love of life. Love of work, justice, and your fellow man. It’s the notion that there’s something greater than self-interest at work here. We’re here to serve, not be served. Once we learn that, the world is ours.Life sometimes has funny ways of teaching us lessons in love. Here are several of our favorites.
Nice guys finish last? Not in Tim Sanders’s world.He’s not alone, of course. The antiquated notion that says you have to be a bastard to get to the top has been rotting in the corporate landfill for a while now.Sanders, though, goes even further. Not only is it OK to be nice—it is absolutely essential.The best-selling author of Love Is The Killer App, The Likeability Factor, and Today We Are Rich (which is required reading, in my opinion) offers this straightforward message: Relationships matter.Check that. Relationships don’t simply matter; they might be the only things that matter.“Your network defines your net worth,” Sanders said during his keynote at the 2011 CCH User Conference in San Antonio. “Relationship quality is everything.”
So if relationships are the only things that matter, what must we do to take advantage of that fact?Sanders offers these ideas: Don’t hire unhappy people: Your culture is at stake the minute you sit down to interview a potential employee. Too often, we focus on a prospect’s skill sets. But the most important factor is not performance; it’s happiness.High-performance jerks suck the life out of the office. Hire for happiness first and performance second.This is vitally important. If you hire happy people, your office will be a happy place to work. How much more pleasant, productive, and progressive will you be if your employees are happy and engaged? I don’t need to provide the answer.Smile. A smile says, “I like you. I appreciate you.” That creates a culture of friendliness, making life at the office infinitely better.If friendliness is top priority, relevance is a not-too-distant second. Relevance is the only thing that keeps relationships going. And since relationships matter, relevance matters. You add value to your clients’ lives by being relevant.Be generous. Mentor others. Give away the stuff you know. Network relentlessly. And keep this in mind: Networking is not about you. It’s about connecting people to other people and then getting out of the way. If you do that well, it will come back to you.Be empathetic.Feel for the other person. Feelings are facts. “You shouldn’t feel that way” is not an appropriate response. To reach the pinnacle of relationship success, be emotionally available. Treat all feelings as facts. Listen. Respond. If you do that, you’ll have become the most important person in your clients’ lives.My mother’s favorite saying comes from the Disney movie “Bambi”:“If you can’t say anything nice, don’t say anything at all.”Based on what Tim Sanders tells us, I might change that to say:“If you can’t say anything nice, you’re doomed to fail.”That’s because in today’s social world, relationships do matter. Friendliness is essential. Relevance is non-negotiable. Add value and do it nicely. Fail to do that, and you risk becoming irrelevant.It’s your choice.ALSO, Seth Godin on generosity = profits.ALSO, new Molly / nice post.
And by the way, this isn’t just touchy-feely stuff. This is about the bottom line, too.This is Seth Godin. Seth, of course, invented the Internet … and thought of everything before anybody else … and basically is here to make us feel worthless, then kick our butts and turn us into better people. That’s just what he does, and he’s good at it.Anyway, Seth has this theory: One of the first steps in becoming indispensable to our clients is to give them stuff for free. Specifically, share what we know with them. Share our knowledge. Add value to people’s lives. IIf we do that often enough, we build trust and respect with our audiences and expand our networks at the same time. People start to see us as leaders in our fields, and they start to turn to US when they help in our areas of expertise.In Seth’s words, “Generosity generates income.” The more we give away, the more we stand to make in return.It’s an entirely new business model, and one that’s built for the era of social business. Our opening play is no longer, “Let me sell you something.” It’s, “Let me solve your problem. Let me make you smarter. Let me give you something of value.” If you do that often enough, selling stuff becomes ridiculously easy.
This is the power of the CCH User Conference, by the way. -- Darren Root’s session “What it means to be a digital CPA Today.”-- Mentioned the book “Youtility,” by Jay Baer-- I signed up for his blog “Convince and Convert”-- Received an e-mail thanking me for signing up, and a link to download a free e-book of 21 great quotes about marketing. This was one of them.
Never. Stop. Learning. It’s the only way to conquer change and complexity. It’s been said that the most valuable skill we can have in this ever-changing world is the ability to acquire new skills. Success is ours for the taking—we just have to be open to learning new skills, earning new knowledge, asking, listening, absorbing.Keep your L > C—that is, keep your rate of learning ahead of the rate of change. Piece a’ cake, right? Actually, yeah. Consider these ideas for doing it.
My daughter Molly had one of those “why do I have to learn this stuff?” episodes on the way home from school recently.Using math skills she’s learned on the way to 4th grade—and without a hint of irony—she said, “I can’t believe I have to go to school for twelve more years!”Partly because parents are required to say stuff like this but mostly because I believe it, I replied, “If you do it right, sweetheart, you’ll be learning new stuff for the rest of your life.”That’s what I love about CPAs—we get to learn for a living. Most of us struggle to carve out time to learn new stuff, but our designation—our very careers—depend on it.How cool is that?
And yet I still hear instructors complain about folks who come to their CPE programs and hide behind newspapers or laptops for two or four or eight hours. “I don’t really want to learn anything,” these so-called students are conveying. “Just give me my credits.”Really? In a life this short, you prefer to blow this opportunity to learn something new?Jeff Magee is a Business Learning Institute instructor and thought leader, and he spends more time thinking about personal and professional development than almost anyone I know. He said something to me recently that really struck home. Here it is:“In today’s workplace, we’ve learned that just being average is acceptable.We’ve created a society in which everybody points fingers at problems but nobody gets into the game to fix them. The worst part is that we have clients and customers who are paying us to be trusted advisors. They want us to be the plus in the conversation. How can we help someone if we’re bringing a minus to the equation?”Given the rate of change and complexity these days, you could throw a digital dart at the MACPA’s online catalog and find a relevant technical topic you need to learn. Or ditch the technical stuff and brush up on success skills—leadership, sustainability, social media, change management, or personal growth. There’s plenty of that to be found through the Business Learning Institute.Or forget about CPE and learn something really radical, like computer programming, or web development, or pretty much anything MIT has to offer. Even places like iTunes U, TED, and the Khan Academy offer fantastic education opportunities—and they’re all free.Look, I don’t care what you do. Play guitar. Cook. Needlepoint. Map your family tree. Rewire your house. Create a blog and write a post every day. (Imagine that!) Just learn something. Then learn something else. Then share it. Don’t forget about that part—share what you’ve learned with others. Help other people learn. (Using social media is a great way of doing that, by the way.)The point is this: Always be learning. Most everything else is a waste of our all-too-short lives.
So let’s talk about what’s happening today that makes this conversation worth having.It all boils down to one word – Change.Always had change, but rate of change is intense today.-- legislative / regulatory changes. Makes SOX look like a walk in the park.-- demographic shifts. 4 generations in the workplace.-- that leads to all kinds of leadership shifts and succession issues.-- biggest of all, technology shifts. Moore’s Law – processing speeds, or overall processing power, for computers doubles every 18 months or so.-- Aspen Intitute rate of change: As it relates to science and technology, the rate of change in the next decade is likely to be 4 to 7 times faster than in the previous decade. If it is 4 times faster, it would be like planning for today in 1890. If it is 7 times faster, it would be like planning for today in 1670.
My boss, Tom Hood, likes to put it this way:In an era of constant change, the most important skill we possess today is the ability to learn new skills.This is Tom’s formula: L > C. “To keep pace in your industry, let alone as a leader, requires your rate of LEARNING to be greater than, or equal to, the rate of change.Social media helps us do that.
So what does all of this mean?To me, it all boils down to 3 letters – and no, those letters aren’t “CPA.”They’re Q.E.D.How many math geeks do we have in the audience? Know what that stands for?It’s Latin: “Quod erat demonstrandum.” It literally translates to “which was to be demonstrated.” It’s basically a fancy way of saying that you’ve solved a problem. When you get the answer, you put “QED” at the end of the problem. My high school calculus teacher used to tell us that it stood for “Quit. Enough. Done.”Your job, CPAs, is to solve problems. Your problems. Your company’s problems. Your clients’ problems.And in an era of great change and complexity, to solve those problems, you need to look. And lead. And love. And learn.And then do it again.
"Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore. He dives deeper into the notion of the "gravity of success" and looks at ways to pull free from what he calls the "gravitational pull of legacy business.""I Love You More Than My Dog," by Jeanne Bliss. Ever notice there are some companies that have fanatical followers? Trader Joe's. Harley-Davidson. Apple. Zappos. The Container Store. Wegmans. Jeanne Bliss calls them "beloved companies," and she takes a closer look at what these companies do differently to make that connection with their customers."Give and Take," by Adam Grant. Great book. Grant looks at the givers in business -- people who go out of their way to help others -- and the takers, who are in it for themselves. He wanted to know which type of person is most successful. Surprising results."Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain. Who has read this book? Another great read."Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus. Burrus has made a career of predicting the future of technological change, and he claims that we all can develop what he calls "flash foresight" -- a burst of insight about the future that produces a new and radically different way of doing something that will open up invisible opportunities and solve seemingly impossible problems."The Silent Language of Leaders," by Carol Kinsey Goman. This one is all about body language and what it tells our employees, clients, competitors. Body language from a business point of view. Really fascinating."The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg. Looks at why we do what we do and how we can change our habits for the better."Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive," by Barbara Fredrickson: This isn't just touchy-feely stuff. There has been a significant amount of research done on the subject that proves positivity has a huge impact on how successful we can become. The 3-to-1 ratio: We need 3 truly positive experiences to overcome every negative experience.
"Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore. He dives deeper into the notion of the "gravity of success" and looks at ways to pull free from what he calls the "gravitational pull of legacy business.""I Love You More Than My Dog," by Jeanne Bliss. Ever notice there are some companies that have fanatical followers? Trader Joe's. Harley-Davidson. Apple. Zappos. The Container Store. Wegmans. Jeanne Bliss calls them "beloved companies," and she takes a closer look at what these companies do differently to make that connection with their customers."Give and Take," by Adam Grant. Great book. Grant looks at the givers in business -- people who go out of their way to help others -- and the takers, who are in it for themselves. He wanted to know which type of person is most successful. Surprising results."Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain. Who has read this book? Another great read."Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus. Burrus has made a career of predicting the future of technological change, and he claims that we all can develop what he calls "flash foresight" -- a burst of insight about the future that produces a new and radically different way of doing something that will open up invisible opportunities and solve seemingly impossible problems."The Silent Language of Leaders," by Carol Kinsey Goman. This one is all about body language and what it tells our employees, clients, competitors. Body language from a business point of view. Really fascinating."The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg. Looks at why we do what we do and how we can change our habits for the better."Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive," by Barbara Fredrickson: This isn't just touchy-feely stuff. There has been a significant amount of research done on the subject that proves positivity has a huge impact on how successful we can become. The 3-to-1 ratio: We need 3 truly positive experiences to overcome every negative experience.
"Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore. He dives deeper into the notion of the "gravity of success" and looks at ways to pull free from what he calls the "gravitational pull of legacy business.""I Love You More Than My Dog," by Jeanne Bliss. Ever notice there are some companies that have fanatical followers? Trader Joe's. Harley-Davidson. Apple. Zappos. The Container Store. Wegmans. Jeanne Bliss calls them "beloved companies," and she takes a closer look at what these companies do differently to make that connection with their customers."Give and Take," by Adam Grant. Great book. Grant looks at the givers in business -- people who go out of their way to help others -- and the takers, who are in it for themselves. He wanted to know which type of person is most successful. Surprising results."Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain. Who has read this book? Another great read."Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus. Burrus has made a career of predicting the future of technological change, and he claims that we all can develop what he calls "flash foresight" -- a burst of insight about the future that produces a new and radically different way of doing something that will open up invisible opportunities and solve seemingly impossible problems."The Silent Language of Leaders," by Carol Kinsey Goman. This one is all about body language and what it tells our employees, clients, competitors. Body language from a business point of view. Really fascinating."The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg. Looks at why we do what we do and how we can change our habits for the better."Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive," by Barbara Fredrickson: This isn't just touchy-feely stuff. There has been a significant amount of research done on the subject that proves positivity has a huge impact on how successful we can become. The 3-to-1 ratio: We need 3 truly positive experiences to overcome every negative experience.
A great way of building up your list of followers quickly is by “power following.” Find an influencer in your area of expertise, and look at who he or she is following.Let’s take Tom Hood as an example: