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From Steve Barry at Forum.com: Open any book about leadership transitions and you’re likely to see a model of the various business situations executives may need to navigate when they take on a new company, initiative, or project. We’ve synthesized those many models into one that we find especially useful: we call it the Business Terrains framework.
From Deborah Frieze and Margaret Wheatley in Leader to Leader Journal: America loves a hero. So does the rest of the world. Perhaps it’s our desire to be saved, to not have to do the hard work, to rely on someone else to figure things out. Constantly we are barraged by politicians presenting themselves as heroes, the ones who will fix everything and make our problems go away. It’s a seductive image, an enticing promise. Somewhere there’s someone who will make it all better. Somewhere, there’s someone who’s visionary, inspiring, brilliant, and we’ll all happily follow along. Somewhere…. Why do we continue to hope for heroes?
A report from Wallace Foundation: We’ve posted a report previously unavailable on our Web site: an Aspen Institute assessment of an early Wallace experience in the “theory of change” method, with a slew of lessons on using the approach.
From 1to1 media: Fast adaptability is now a necessity for organizations that want to succeed, argue Chris Zook and James Allen in their book Repeatability: Build Enduring Businesses for a World of Constant Change. In the past fast adaptability was something that was “nice to have”; today “reinvention is the source of competitive advantage,” they say.
From Knowledge@Wharton: Jerome Chazen, a founder and former chairman of Liz Claiborne, Inc., recently wrote a book titled, My Life at Liz Claiborne: How We Broke the Rules and Built the Largest Fashion Company in the World. Indeed, Liz Claiborne — now known as Fifth & Pacific Cos. — grew from revenues of $7 million in 1977 to more than $2 billion in the early 1990s. Knowledge@Wharton asked Chazen, who stepped down as CEO in 1996, to discuss the highs and lows of running a successful fashion business in a highly competitive industry.
From Six Seconds: Since 2007 we’ve asked leaders and team members to identify the top issues facing their organizations — and particularly the “people side” of the equation. The survey explores top issues as well as employee attitudes and the role of emotional intelligence in solving those key issues.
From FastCompany: Why? Because pirates can operate when rules and safety nets break down. “It’s more fun to be a pirate than to join the navy.” This quote, made back in the days of the original Mac development team, says a lot about how Steve Jobs viewed people and selected them for teams. It also speaks to the kind of team and team behavior he admired. To build a team, all organizations seek the best and the brightest people, particularly for their innovation and new product development organizations — that’s not what’s in question here. By seeking out the pirates, Steve took the idea a big step further.