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From Knowledge@Wharton: A colleague asks you for feedback on a report. A LinkedIn connection requests an introduction to one of your key contacts. A recent graduate would like an informational interview. New research from Wharton management professor Adam Grant reveals that how you respond to these requests may be a decisive indicator of where you’ll end up on the ladder of professional success. Grant recently spoke with Knowledge@Wharton about his findings, which are explored in his new book, Give and Take: A Revolutionary Approach to Success.
From Knowledge@Wharton: The leaders of several different organizations — including Chick-fil-A, the Salvation Army and Susan G. Komen for the Cure — have been in the news this year for actions or statements that appeared to go against the groups’ stated missions. But is the fallout from such controversy different for nonprofits like Komen and the Salvation Army than it is for for-profit businesses like Chick-fil-A? Experts from Wharton and the University of Pennsylvania say yes, noting that the stakes are higher when consumers are spending on a donation that reflects their beliefs.
From brandchannel: After Sandy, even Apple is giving to the Big Apple. The Cupertino, CA-based tech giant is giving generously to New York City and Northeast residents who were hard hit by Hurricane Sandy, as reported by 9to5Mac: “We just got the above email via an Apple employee from CEO Tim Cook showing the Cupertino company is looking after those on the other coast of the U.S. Apple will donate $2.5 million to the Red Cross to benefit Hurricane Sandy victims.”
The donation comes on top of an iTunes page for the Red Cross, where 100% of value is passed on to relief efforts. Apple’s recent link on their homepage that directs traffic to the Red Cross iTunes page is a major move as their site garners close to 35 million unique visitors monthly, placing it #23 in Compete’s popularity rank of websites. “It’s a prime bit of real-estate and it’s nice to see one of the five major links on the page go to relief in the wake of Sandy’s devastation of the eastern seaboard,” notes TheNextWeb.
From Jeffrey Zeldman and Leslie Jensen-Inman at SXSW: Passion. Purpose. Promise. Pursuit. These are the 4 P’s that create a Map for Awesomeness. Discover how to: embrace your passion, define your purpose, foster your promise, and engage your pursuit. Find out how to do this in a creative environment that encourages collaboration.
From Karen Siedlecki, Sandra Donnay and Michelle Paggi in The Journal of Positive Psychology: Despite age-associated decreases in cognitive and physical abilities, age is not associated with a decrease in ratings of well-being; this phenomenon is termed the ‘paradox of well-being.’ One potential explanation for this paradox may be that older adults place less value on cognitive abilities that have been shown to decrease with age (e.g., memory) and more value on cognitive abilities shown to increase with age (e.g., knowledge). Using online methods, 358 individuals between the ages of 18 and 88 completed a survey assessing the values placed on everyday cognitive abilities, self-ratings for those same abilities, and life satisfaction. Results indicated that there were minimal age-related differences in values placed on everyday cognitive abilities and that values generally did not moderate the relationship between perceptions of cognitive functioning and life satisfaction. Of note, values placed on cognition significantly predicted life satisfaction in younger adults, but not in middle-aged and older adults.
From strategy+business: Ronald Heifetz, coauthor, with Marty Linsky and Alexander Grashow, of “The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World,” introduces a lesson in leadership from “Inside Coca-Cola: A CEO’s Life Story of Building the World’s Most Popular Brand,” by Neville Isdell with David Beasley.
From Les McKeown at ChangeThis: What if your leadership role just felt, well… right: demanding, yes, but fun too; challenging but controllable; intense but invigorating? What if with every step on the ladder of leadership you felt more comfortable, more ‘in the zone,’ less stressed, less pressured? What if each successive leadership role brought out more of what makes you you, rather than asking you to compromise your core values, bury your deepest wishes, hold ransom your dreams?
Having coached and advised hundreds of leaders, I know this isn’t a pipe dream. From frequent observation, I know that it’s not only possible to be relaxed, fulfilled and energized by leadership, it is in fact precisely how the most consistently successful leaders operate.