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Bill collaborates with people and organizations around the globe in the areas of leadership, co-creation, and personal and organizational change. Bill is the co-founder of Discover Dialog, Presence Power Source and Jump Out of the Zombie Box. Bill delivers workshops to individuals and organizations on igniting self-leadership, achieving creative flow, and on hacking your own personal limits.
He is currently the program lead for the Chesapeake Bay Organizational Development Network Annual Conference on Cultivating Sustainable Communities.
In 2009, Bill set an intention to impact how organizations transform after witnessing the failure of another corporate change initiative. His intention resulted in the creation of an interview series with over 50 experts called 5 Minutes to Process Improvement Success. The interview series helped ignited his own inner leader journey that transformed him and his work.
Conventional approaches to growing leadership don't work very well, according to nearly everybody. Into this gap comes Herminia Ibarra with her first hand experiences at INSEAD, combined with the insight and analysis that have become her trademark. Calling in to the show live from France, Herminia shares with us the surprising inversion she discovered, and a new, more effective way to grow ourselves -- and others -- as senior leaders.
Anyone making the transition from a line manager to a cross functional or strategic leader position, should listen (and look for her forthcoming book, Act Like a Leader, Think Like a Leader, coming from Harvard Business Review Press on 10-Feb-2015).
Herminia Ibarra is the Cora Chaired Professor of Leadership and Learning and Professor of Organisational Behaviour at INSEAD. Prior to joining INSEAD she served on the Harvard Business School faculty for thirteen years. She is Vice-Chair of the World Economic Forum’s Global Agenda Council on Women's Empowerment and Chairs the Visiting Committee of the Harvard Business School. Thinkers50 ranked Ibarra #9 among the most influential business gurus in the world.
Tim Clark, editor of the uniquely written Business Model Generation and co-author of Business Model You, talks about ways we can each create a unique brand by doing many of the things we're already doing to market ourselves, but in a more enlightened way.
A free preview PDF of the book can be downloaded from the Community site, here.
I interview Jackie Barretta, author of the new book from AMACOM, "Primal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance."
I ask Jackie:
What has changed in recent years that make team members’ emotions so critical to business success today?
How does your work differ from emotional intelligence, which is quite a familiar concept these days?
You write that negative emotions can be productive to a team or business. This seems counter-intuitive. Can you explain this and give an example?
Jackie Barretta specializes in defining the super-energy of elite teams and helping organizations create it in their own teams. She is also a Practice Director at Virtual Information Executives, where she provides technology consulting to higher education institutions.
Jackie has had several articles published in Information Week and CIO magazine. Her work with primal emotions in teams has won her widespread recognition and dozens of prestigious awards, including ComputerWorld’s Premier 100 IT Leaders, Information Week’s Innovator of the Year, and CIO Magazine’s Enterprise Value Award. She has served on the advisory boards of Hewlett Packard, Teradata, and the CIO Executive Council.
She holds a bachelor’s degree in computer science from the University of North Carolina at Charlotte and a master’s degree in organizational communication from Marylhurst University.
(Read more about Jackie here.)
"True power means listening to and from the heart and having the commitment and humility to clear all that stands in the way of that heart connection." says Susan Steinbrecher (and her co-author Dr. Joel Bennett) in the introduction to Heart Centered Leadership, 2nd Edition.
I continue my series on Emotional Intelligence with
Susan Steinbrecher, an internationally acclaimed businesswoman, executive coach, speaker and author, is president and CEO of Steinbrecher And Associates, Inc., a management-consulting firm that provides professional-development services in the areas of executive coaching, group facilitation and leadership training.
Susan works with senior executives and their organizations to develop and implement innovative, life-changing and profit-building solutions to address the global and day-to-day challenges of leadership, operations, human resources and training.
We continue our Emotional Intelligence series.
Chuck Inman is the author of Nimble: How to Lead Above the Turmoil of Change. He is accredited and certified in teaching and coaching Leadership and Emotional Intelligence. He works with practice professionals and small business owners to perform better as they work on their leadership skills. Developing and strengthening key relationships and implementing change effectively are just a couple of the ways he works with leaders to reach their goals.
Why do people leave companies?
What are the two most difficult issues leaders deal with?
How do leaders get people through change?
Colleen Stanley is the founder and president of SalesLeadership, Inc. She is a monthly columnist for Business Journals across the country, author of ‘Growing Great Sales Teams’ and co-author of ‘Motivational Selling.’ Her new book is 'Emotional Intelligence for Sales Success.'
Colleen is the creator of Ei Selling®, a unique and powerful sales program that integrates emotional intelligence skills with consultative selling skills.
We continue our Emotional Intelligence series (Level Two of the Becoming a Best Boss system) with an interview with Jay Goldman, co-author of the bestseller "The Decoded Company" and now Managing Director of Klick Health. Together we address the questions:
How do you measure emotional intelligence with hard data?
How do you hire for emotional intelligence?
How can you get started?
How can you tell if you, a peer, a subordinate or a job candidate, has the emotional intelligence needed to do well? One way is testing. We discuss with TTI Success Insights' own John Hersey:
1. What is emotional quotient?
2. Why do executives need a high level of emotional quotient to succeed?
3. What are the risks of having low levels of emotional quotient.
4. How do you improve your emotional quotient?
My friend Steve Balzac, author of "Organizational Psychology for Managers" (download book excerpt on Motivation here), answers these questions:
1. Many tech companies handle leadership by promoting an engineer to team management/leadership. Is it true that engineers only respect other engineers as team leaders? What does that do to team performance?
2. You mention the use of games in chapter 8. How can games be used to develop leadership skills and inspire innovation?
3. How can I apply the principles in your book to promote effective organizational change? How can gamification help me there as well?
I interview Pete Friedes, author of "The 2R Manager" about Becoming a Best Boss. We discuss Relating and Requiring, the two behavior sets of effective managers -- and how to learn your own style and improve.
Learn your own default style using Pete's self assessment, on his website at www.managingpeoplebetter.com.
I interview Carl Hoffmann and Tim Ringo, authors of the new book "Calculating Success: How the New Workplace Analytics Will Revitalize Your Organization." Carl Hoffmann is a former Partner and Vice President of IBM's Global Business Services group. Currently he runs his own private consulting firm, Human Capital Management and Performance LLC.Tim Ringo is a Partner in the London-based Maxxim Consulting. Previously, he was Vice President and Global Leader of IBM's Human Capital Management consulting practice.
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