Raj Subrameyer, a tech career strategist who focuses on helping people land their dream job and become successful leaders provided this article as a companion to his podcast A Cure for Toxic Leadership.
There is ONE THING that will set you apart from your competition in 2022
There are millions of jobs that have already been lost.
Thousand of businesses have already closed down.
So, a lot of people are looking for opportunities to start their next chapter.
That being said…
When there are thousands of people applying for the same job as you are,
-What is going to make you get that job?
-What will make you stand out from the rest of the crowd?
-What is going to make the company CHOOSE YOU over others?
It is different facets of you, that will eventually make the difference.
So, how do you build your personal brand in this highly competitive market?
Here are five things you want to do to build your personal brand and stand out from the crowd and 2022.
The first thing is to grow your network, start following people engage in posts, attend meetups conferences.
The second thing is continuous learning, read books, articles take courses.
The third thing you want to do is be more visible. Start writing for publication, write blog posts, write articles, bit yourself for podcasts. That’s how you’re going to be more visible.
The fourth thing you want to remember is to have clear vision goals and tasks. Because a goal without a plan is just rubbish.
The final thing you want to do is invest in yourself. Hire coaches, get mentors, get a degree, because you have to be prepared to spend some money on your growth because you are worth it. You deserve it. And that’s how you’re going to stand out from the crowd.
ABOUT THE AUTHOR:
Raj Subrameyer is a tech career strategist focusing on helping people to land their dream job and become successful leaders. He is passionate about guiding professionals to maximize their opportunities and discover their zone of genius. He has given multiple TEDx talks and is a sought-after speaker at various conferences and has been featured in numerous TV news segments, podcasts, and publications, including CBS, FOX, NPR, NBC, Entrepreneur, CIO Magazine, CEOWorld Magazine, Authority Magazine, Career Addict, Thrive Global, Addicted2Success and The Good Men Project. His areas of expertise include career advancement, leadership, motivation, productivity, and entrepreneurship. In his spare time, he loves traveling and enjoying craft beer. You can find more info about how he serves people through his website – www.rajsubra.com.
RESOURCES:
Ready to measure your leadership skills? Here is a free assessment provided by the Innovative Leadership Institute that will measure the 7 leadership skills required to succeed during disruption and innovation. Click HERE
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/06/175235116_presentation-wide-1.jpg10801920Jenna Reikhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngJenna Reik2022-06-28 21:57:112024-02-23 12:16:31How To Build Your Personal Brand
Welcome to the Connex Executive Insights Series, produced in collaboration with Connex Partners, an invitation-only executive network that brings industry leaders together from the worlds of HR and Healthcare.
Connex Members are part of a cutting-edge community, finding actionable solutions to their most pressing business challenges via high-value peer exchanges and curated resources including tools, platforms, partners and c-suite networking opportunities.
Executive Insights Series features highly respected and engaging guests who share novel ideas and practices related to the latest leadership topics.
Heather Krentler, the Chief Administrative Officer for Continental, a food management company that specializes in “Food Your Way”; providing flexible food solutions for a flexible workforce, provided this article as a companion to her podcast Employee-Centric Leadership: A Leader’s Food for Thought.
To one degree or another, emerging from the height of the pandemic has been a test of cultural resilience and management flexibility for all businesses. Despite the operational and financial recovery, employers continue to face industry-agnostic challenges in the areas of recruitment and retention. The “Great Resignation” may have less to do with shifting values or labor inflation and more to do with a simple, but powerful, concept: control. After feeling out of control for so long, people are starved to regain a sense of power over their livelihoods and work-life experience. While compensation and purpose may give the exit interviewee a soundbite, it may actually be about getting a fresh start . . . on their terms.
Continental, a food management company, with dozens of dining locations, hundreds of fresh food markets, and thousands of vending machines in Midwest workplaces, watched and listened as clients of all sizes struggled to get their populations to return to the office. There was often a disconnect between what leadership sought to regain in the form of culture and what their people saw as the most productive way to perform. Endless debate raged about in-office versus remote work and no one emerged the clear victor.
Internally, Continental was wrestling with similar challenges. While designing “Food Your Way” (flexible food solutions for flexible workplaces) the concept of “Work Your Way” also emerged. What better way to intimately understand clients’ needs for their shifting and often unpredictable workforces than to encourage our own people to decide how to deliver their very best to the business, in the way that works best for them?
Allowing our people greater control and influence over their work environment began in our largest distribution center, where for many years we had struggled with recruitment and retention. At one point, we thought that increasing pay rates would do the trick, but as soon as we’d raise the rate, our competitors for talent would too. Not only were we driving our own rates up through this cycle, we weren’t succeeding at stabilizing the team.
We even tried accepting a high rate of turnover as “normal” and challenged ourselves to streamline and automate as much of the recruiting and onboarding processes as possible. We hypothesized that by reducing the burden of selecting and training high volumes of new hires, we could more easily bear the impact of turnover. That, too, failed. Without stabilizing a portion of the team, there was simply too much churn to keep the operation above water.
These two tactics, and a few others that didn’t deliver, all had one thing in common: they were solutions from leaders, not the people closest to the problem.
By the time COVID arrived, we were forced to accept that our methods weren’t working and that we needed to try a different approach. We spent months listening to our people through surveys and focus groups, hoping to catch a glimpse of what kind of a workplace they wanted to be a part of. They were open and honest . . . and we got to work. Not the work of any one person or team, but operational leaders and HR partners coming together to bring a new work experience to life. This meant overhauling total rewards, the food offering, gamifying production, improving manager training, and more. We took a holistic approach to the experience these highly valued people deserved and we now have significantly lower turnover and a team of people who feel appreciated and heard.
While our greatest lessons were learned from our frontline workers, managing office workers also had to evolve. Managers struggled with not being able to physically observe performance and new metrics were needed. We spent a lot of time debating what the true measures of performance were and the same three concepts kept surfacing: People, Productivity, and Proximity.
At first, team members challenged whether or not personal relationships with colleagues could be as strong without in-person interaction and questioned how we would know if they weren’t. But when we asked, “Do your interactions go beyond just transactional?”, “Do you have a sense of the stressors in your team members’ lives beyond their daily work?”, “What is your level of trust with this person and what do you believe their level of trust in you is?”, suddenly people started getting it. Over time, if someone wasn’t investing time in people, we would see an increase in negative feedback around their performance and have a metric that pointed to their need to invest in others.
Productivity, while seemingly obvious, has a different flavor at Continental. We have long-used two tools to focus efforts and give clarity to progress: the Job Success Profile and Action Plan. Unlike a Job Description, which is a list of tasks commonly performed, the Job Success Profile describes the optimal impact this position will have on the business. It is supported by the Action Plan, which lists S.M.A.R.T. goals to be accomplished in that calendar year. You can’t have one without the other. Together, with a clear rhythm of check-ins, employer and employee have a mutual understanding of that person’s contributions and progress.
Then there was Proximity. This wasn’t just about being physically proximate to other team members, although that could certainly be part of it, it was about maintaining a deep knowledge of our operations and industry to create new solutions for an evolving and rapidly growing business. For example, if an HR team member had a strong understanding of warehouse operations two years ago, but hadn’t set foot in one since COVID hit, they would be woefully underqualified to design retention tactics with the leaders of that operation. With every role that could be performed remotely, we expected people to find their own ways of maintaining that operational connection, whether in person or virtual.
In all three of these categories, employees were given clarity on outcomes and control over their methods.
What started as a journey to give more control to our people became a lesson in letting go of control ourselves. This proved to be scary, but also freeing. And it all came down to trust. Our discovery that it’s our job to facilitate culture, not control it, is now influencing the ways we recruit, onboard, and engage our people. Our job as leaders is to message and model the values and mission, then give people the authority and support to bring them to life.
RESOURCES:
Ready to measure your leadership skills? Here is a free assessment provided by the Innovative Leadership Institute to measure the 7 leadership skills required to succeed during disruption and innovation. Click HERE
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/05/Employee-control-blog-123rf.jpg7681024Maureen Metcalfhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngMaureen Metcalf2022-05-23 17:51:252024-02-23 12:27:58Can Employees Control A Company’s Culture? A Success Story!
This week’s article is provided by Dr. John A. Kilpatrick, an economist specializing in real estate investment and housing issues. It is a companion to his interview on Innovating Leadership, Co-Creating Our Future titled, What Leaders Need to Know About Circular Economy, that aired on Tuesday, December 7th, 2021.
There is an economics story making the rounds about the coal miner and the coal mine owner each buying a new pair of work boots. A cheap pair costs $5 and will last a season. A better pair will cost $20 and last five seasons. Unfortunately, the coal miner is never able to squeeze together $20, and so each season is only able to buy a $5 pair. The coal mine owner, of course, can afford the better pair. At the end of 5 years, the coal miner has spent more money than the boss ($25 versus $20) and has thrown away 5 pairs of used boots.
We have a not dissimilar problem at the heart of the world’s very significant housing crisis. It is most obviously manifested in the lack of housing affordability but is inextricably tied to the life-cycle wastage in housing resources.
Globally, housing now costs an economically unsustainable portion of a working person’s budget. Inseparable from housing affordability is housing availability. At the bottom rung of the economic ladder, housing is simply not to be had. Gregg Colburn, a real estate professor at the University of Washington, has done ground-breaking empirical research into the homeless problem to arrive at an extraordinarily simple finding – cities with the most expensive housing have the most significant problems with homelessness.
Attempts to address the problem since World War II may have actually made the problem worse and almost certainly violated the principles of a circular economy. For example, after WW-II, in the UK, vast arrays of temporary “modular” housing was constructed to address the immediate shortages. These homes were designed to have 10-year life spans, but in many corners of the UK these flimsy dwellings are still standing. As an ironic side note, many of these pre-fabs contained asbestos, lead-based paint, and other structural problems. In the US, many modular units such as mobile homes were purposely built to the most cost-cutting standards and had significantly foreshortened lifespans and lack of future adaptability compared to traditional stick-built, site-built homes. Interestingly enough, these flimsy substitutes were considered the new modern convenience in the 1950’s and promoted in movies such as the Lucile Ball – Desi Arnez hit, “The Long, Long Trailer.”
In Japan, the problem has been exacerbated by stylistic choices. Newer homes have been highly preferred to older homes. Japan saw a wave of post-war construction, but “new” and “modern” became more fashionable, and each passing decade has seen older homes become valueless in as short as 20-30 years. As such, homes in Japan are not built to last, and in some suburban towns, homes built in the 1960’s are no longer standing.
Apartment dwelling has proven to be no solution, and in fact has contributed to the wastage problem. Post-war apartment buildings were often constructed with 30-40 year economic lives. After that, the cost of replacing mechanical systems, tired or failed window and door systems, and overall heightened maintenance favors tear-down and replacement rather than rehabilitation.
This race to the bottom in housing quality and the shortening of the economic lifespan of housing inevitably drives up the long-term cost of providing adequate housing to a growing population. While short-life-span housing may have an attractive up-front cost, the need for regular replacement drives up the cost and saps resources. In short, workers needing a roof over their heads have been forced to invest in the housing equivalent of $5, disposable boots.
At the core of the concept of a circular economy is the notion of reducing the price consumption by extending the lifespan of the goods consumed, in this case, housing. Finding a sustainable, circular solution to the simultaneous problems of housing cost and housing lifespans will not be simple. For one, health and safety standards today mandate materials and systems that were either unknown or had unacceptable substitutes in past generations. Examples include adequate and cost-efficient heating, cooling, and ventilation, window and door systems that contribute to energy efficiency, improved sanitary facilities, and kitchen and utility appliances that optimize the time spent on cooking and cleaning. These systems have short life spans, and remodeling/rehab have not proven to be efficient solutions in the past.
There is however significant research underway. The 2016 African Real Estate Society Conference, held in Addis Ababa, was devoted to sustainable development. Architecture and design researchers from universities in the Netherlands are presently working with colleagues in Malaysia where housing demand and affordability are nearing crisis levels. By designing future flexibility into housing units, they hope to simultaneously conquer the affordability problem for younger consumers, the space availability problems of growing families, and even the downsizing issues of empty nesters. Researchers in Australia and Germany are focusing on the results of the 100 Resilient Cities Program (100RC) developed by the Rockefeller Foundation in 2013, which aims for “the capacity of individuals, communities, institutions, businesses, and systems within a city to survive, adapt, and grow, no matter what kinds of chronic stresses and acute shocks they experience”.
The Houseful Project, sponsored by Housing Europe, kicked off in 2019 with three themes related to housing and the circular economy: Integration of circular solutions in energy efficiency, further development of feasible circular economy business opportunities in the housing sector, and identifying buildings that are willing to implement some of the tested solutions. These solutions include, but are not limited to, containment of materials wastage in the construction process, improvement in the handling of wastewater, and energy conservation.
Australia has been a focal point for much of the research on this topic. In that country alone, over 20 million tons of waste from the construction industry are sent to landfills each year. The Royal Melbourne Institute of Technology and several other universities, with funding from the Australian Housing and Urban Research Institute, hopes to address these and related issues and help guide that country’s housing production toward increased sustainability. Finally, just this month at Canada’s McGill University, researchers held a webinar to address the problem of information silos related to housing and the circular economy, and to find ways to more efficiently share data and methods.
Housing faces real problems in affordability and availability. Increasingly, the housing sector is recognizing that adopting the precepts of a circular economy is a way of holistically addressing these issues.
Dr. John A. Kilpatrick is an economist specializing in real estate investment and housing issues. He is Managing Director of Greenfield Advisors, based in Seattle, and also serves as a Director of the Washington State Economic Development Finance Authority. Is an author or contributing author of 10 books, most recently Real Estate Valuation and Strategy (McGraw Hill, 2020).
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2021/12/Unsplash-Circular-Economy-by-John-Kilpatrick.jpg12801920Susan Harperhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngSusan Harper2021-12-06 19:09:462024-11-27 17:48:19Disposable Housing and the Circular Economy
Eric Redmond, a twenty-year veteran technologist and author, provides this week’s article as a companion to his interview Deep Tech: Demystifying the Breakthrough Technologies. The following article has been adapted from the Deep Tech book.
If you’ve seen 2008’s Iron Man, a movie that reinvigorated the superhero genre, you can probably picture the high-tech laboratory of main character Tony Stark. Over a decade ago, much of the technology featured in his lab—augmented reality, artificial intelligence, 3D printing, autonomous robotics, Internet of Things—was largely confined to the realm of science fiction and academia.
A few years later, these emerging technologies are past the research and development phase, just on the cusp of scale, but not quite yet available for prime time. They’re deep tech: technology that is barely feasible today but will become pervasive and hugely impactful in day-to-day life tomorrow. Why does this matter to you as a business leader?
Deep tech offers the potential for enormous growth to businesses that adopt or invest in it at the right time. If you get in early—but not too early—you can leverage tech that will soon be so ubiquitous, they’re household names as recognizable as the iPhone.
When to Get Involved in Deep Tech?
Successful adoption of deep tech is all about timing. By its definition, deep tech practically begs to be undervalued in its early days, but those who seize on the opportunity at the right time almost always end up the winners. The trick is answering the question: when is the right time to get involved?
If you grab on too early, you may find yourself as Yahoo or Friendster. Jump on too late, and you’re Bing or App.net. But right on time?
You’re Google or Facebook.
The goal should be to not merely adopt emerging technologies but invest in and drive their adoption, forcing everyone else to catch up—that’s how you get ahead of the competition.
There are seven technologies poised to drive somewhere between 50 and 200 trillion dollars in new economic impact in the decade between 2020 and 2030: artificial intelligence, augmented and virtual reality, blockchain, and cryptocurrencies, the Internet of Things, autonomous vehicles, 3D printing, and quantum computing.
The right time to get involved in these technologies? Now.
Deep Tech Matters in Business
You might be thinking if the deep tech hasn’t hit the mainstream yet, does it matter to my business? The answer is yes. Whether you’re in finance, sales, design, logistics, or any number of fields and industries, we live in a world increasingly dominated by technology.
Over a hundred years ago, factories were the cutting edge, powered by the assembly line, and the world was dominated by those who used them. Then came electricity. Then business structures like the firm. Then supply chain optimization. Then the world belonged to those who cleverly leveraged financial instruments.
Today, we live in a fully digital age, and the major division is between those companies that respond to that change and those that are left behind. As corporate tech expert Patrick Fisher said in Reuters, “all companies are technology companies now.”
Leveraging emerging technology is an effective way to get ahead, and on the flip side, ignoring it can cost you significantly. Recent history is littered with corporations refusing to make the transition into leveraging technology appropriately, from the loss of a century of Sears dominance to the upstart of Amazon to Hertz bankruptcy due to a billion ride-share cuts.
The biggest danger in being ignorant of the current docket of deep tech’s coming of age is apathy, which in other words is a recipe for irrelevance. Whether you’re beginning a startup, or you’re a CEO or a thought leader, don’t allow yourself to flirt with the lines of Luddite groupthink and be drawn into ignoring what you don’t want to believe.
Deep Tech is a Pathway to New Lines of Business
If you want a concrete example of the benefits of understanding deep tech, consider the Winklevoss twins. You may be familiar with these brothers, Cameron and Tyler, as popular foils in the Facebook creation myth. But what’s more interesting is how the Winklevosses made their billions after Facebook: by keeping a keen eye on deep tech.
In 2013, they saw the Bitcoin revolution coming and chose to act on it. They bought in on Bitcoin (BTC) early, starting when the going rate was around $10 per BTC. Then they bought more and more, finally amassing a 1 percent stake of the total number of Bitcoin. To support the technology and community, they worked as ambassadors for the power of the decentralized digital currency. All the while, their investment grew. Once Bitcoin hit $10,000 per BTC in 2017, they both became the world’s first Bitcoin billionaires. What a difference a decade makes.
Like the Winklevosses, deep tech can be a pathway to new lines of business for you and your company. Whether you’re looking for new revenue streams, process effectiveness, or other cost savings, deep tech is the most important avenue to investigate. You’ll get the most value by adopting early and implementing the technology before your competitors.
Act Before Deep Tech Turns into Popular Tech
In 2008, Tony Stark’s lab tech was still science fiction, but today, we’re living with much of it, and the next level of advancement is right around the corner. Remember, deep tech refers to the stage the technology is in: impossible yesterday, barely feasible today, and soon to be so pervasive it’s hard to remember life without it.
The key to leveraging deep tech to your maximum advantage is timing your involvement right. Adopt and invest early, just before the technology is ready for mass market. Moves to adopt deep tech at the right moment are what turned Amazon, Google, and Facebook into the juggernauts they are today.
Technologies considered deep tech now—artificial intelligence, augmented and virtual reality, blockchain and cryptocurrencies, the Internet of Things, autonomous vehicles, 3D printing, and quantum computing—will be household fixtures tomorrow, so lean into the opportunity and get involved.
For more advice on emerging technologies, you can find Deep Tech on Amazon.
About the Author
Eric Redmond is the Forrest Gump of technology: a twenty-year veteran technologist who always happens to show up wherever deep tech history is being made, from the first iPhone apps to big data to Bitcoin. He has advised state and national governments, Fortune 100 companies, and groups as varied as the World Economic Forum and MIT Media Lab. He has also authored half a dozen technology books (including two tech books for babies) and spoken on every continent except Antarctica. Today, he’s a husband, a dad, and the leader of a global tech innovation team.
In the Innovating Leadership, Co-Creating Our Future interview this week, Maureen was joined by Sean Castrina, entrepreneur, podcast host, and author. In his interview, Mindset Is Only One Piece of the Puzzle, he and Maureen discuss Sean’s story and how he overcame setbacks, leadership lessons, and making a big change. This article is a guest post from Matthew Channell of TSE and is a companion to Sean’s interview as we look at the most quoted leaders in the world, the UK and the USA.
TSW (Training Services Wales) has conducted a study to find out which leaders and inspirational people are the most influential for helping us find that extra motivation to achieve greatness, whether it be leading a brand-new team or finishing a difficult task, by analyzing Google search data.
The leadership development training provider analyzed over 100 of the most influential leaders in history to reveal the most sought-after leadership quotes of all time.
Top Names Featured
Overall Score
Amount of World Countries in Top 3
Points for the Number of Times Appeared in the Top 3
Global Google Search Volume
Points for Global Search Volume
Albert Einstein
322
31
200
65000
122
Nelson Mandela
279
25
165
43000
114
Buddha
263.5
19
137.5
154000
126
Rumi
251.5
18
127.5
102000
124
Steve Jobs
218.5
15
112.5
34000
106
Abraham Lincoln
214
17
105
36000
109
Bob Marley
202.5
14
87.5
44000
115
Oscar Wilde
191.5
11
77.5
43000
114
William Shakespeare
188
17
100
17000
88
Martin Luther King
187
12
70
48000
117
#1 Universally recognized as the greatest physician of all time, Albert Einstein developed the theory of relatively. His ground-breaking discoveries and theories have not just widely influenced modern physics and cosmology, but the born leaders in us all.
Albert Einstein’s leadership quotes are the most searched for above all others in the world. Regardless of your background, culture, knowledge or values, Einstein’s influence has no limits. His leadership quote below is one in particular that we can take great inspiration from when faced with a complex challenge:
“The leader is one who, out of the clutter, brings simplicity… Out of discord, harmony… And out of difficult, opportunity.”
#2. In second place is former South African president Nelson Mandela.
He achieved many great things during his life, but his most well-known is successfully leading the resistance to South Africa’s policy of apartheid in the 20th century, during which he was infamously imprisoned at Robben Island. One quote that truly inspires us when talking about leading teams is:
“If you want the cooperation of humans around you, you must make them feel they are important – and you do that by being genuine and humble.”
#3. In third we find Guatama Buddha, revered as the founder of the religion Buddhism. As a philosopher, meditator and spiritual teacher who lived in ancient India, he still inspires millions of people around the globe, regardless of creed, culture, or religion.
Perhaps this quote is one in which we can find true value, harmony, mindfulness and peace – necessary factors in becoming a better leader:
“Every morning we are born again. What we do today is what matters most.”
The UK’s Most Searched for Leaders
#
Inspirational Leader
Total
1
Winston Churchill
15,030
2
William Shakespeare
11,260
3
Albert Einstein
9,210
4
Martin Luther King
8,410
5
Maya Angelou
7,110
6
Buddha
6,610
7
Nelson Mandela
5,790
8
Malcolm X
5,610
9
Joker
5,500
10
Yoda
5,405
In the UK, Brits use Winston Churchill’s quotes as the most inspiring when looking for good leadership and motivation.
The former Prime Minister who led us to victory in World War 2 is one of the most well-known and influential leaders in history, and it’s clear that us Brits still hold him in the highest regard. Just some of his best leadership traits included bravery, courageousness and perseverance.
His quote on courage can relate to us all:
“Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.”
Matthew Channell, Director at TSW says: “During these difficult times, quotes can be especially helpful for finding inspiration or motivation to tackle a challenge head on and develop into a great leader. They are generally short, sharp and straight to the point, which helps keep us maintain focus in times of crisis or times of need. They are also one of the most shared items online, which proves how much we love them!”
“Quotes help us understand, inspire, motivate, clarify and show our approach to things around, this is why people and I love quotes.” — Takyou Allah Cheikh Malaynine
The USA’s Most Searched for Leaders
#
Inspirational Leader
Total
1
Maya Angelou
48,060
2
Albert Einstein
43,030
3
Malcolm X
37,000
4
Winston Churchill
31,150
5
Mark Twain
29,020
6
Ruth Bader Ginsburg
29,000
7
Donald Trump
28,300
8
Dr. Seuss
28,040
9
William Shakespeare
27,030
10
Yoda
27,010
Methodology
We started by sourcing a list of the most inspirational leaders from analyzing the number of monthly Google searches for “leadership quotes” firstly, and “quotes” second in each country in the world, using data from ahrefs keyword planner.
We then ranked the top 126 most searched “leaders + quotes” based on the number of searches and the number of times they appeared in 1st, 2nd and 3rd in each country, using a unique scoring index to give each a combined total score.
When looking at UK and US lists, we sourced the most inspirational leaders using ahrefs keyword planner and combined search volumes of {name/surname} + {“leadership quotes”/”quotes”}
*Some keywords/leaders were removed or not considered as they were deemed inappropriate or inaccurate to the intent of the research.
*Not all countries were included, due to null data.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2021/06/Unsplash-Leader-Quotes-Matthew-Channell.jpg12801920Susan Harperhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngSusan Harper2021-06-21 14:13:342024-11-27 16:15:41Mindset Is Only One Piece of the Puzzle
As I reflected back on this pandemic year, I came across an email I wrote to Blue Jays staff while I was on the unexpectedly early flight home from Spring Training in March of 2020, part of which read, “If only I could just pass on some wisdom or insight from experience that would provide simple guidance for navigating this challenge. But there is no past experience for any of us. We are in uncharted waters.”
Together – players, coaches, staff alike – we were facing an entirely new situation with no playbook. And yet, the Toronto Blue Jays prepared for and attacked a season at two (now three) different home ballparks, overcoming uncertainty, external doubt, and constant change, to compete against the best in the world, going from a 95-loss team to making the expanded 2020 playoffs.
How do you prepare an organization to perform at the highest level during a once-in-a-generation crisis scenario?
There is no playbook for something no one has experienced, but by fostering an organizational culture of learning, open-mindedness, and intentional growth, leaders can lay the groundwork to make their team an unstoppable force when adversity arises. The ultimate competitive advantage.
Our leadership team has strived for many years to create a learning culture, where regardless of where we each individually show up to work – whether that is a player walking on to the field, a coach working with a hitter in the cages, a baseball operations employee looking for competitive advantages by analyzing game data, or a ticket rep fielding phone calls from fans – we listen to those around us with an open intent to learn and improve.
There have been few moments where I, or one of the many talented people I work with, have an immediate answer to a problem we are trying to solve. As issues and important decisions have arisen, we bring different people and opinions together to listen and collaborate. I take great pride in knowing and believing that no matter how many experts we contact to help us solve a problem or learn something new, I will walk into Blue Jays stadiums, offices, and fields across North and Latin America with the confidence that I am just as likely to learn from members of our organization – at any and every level – as I am from professors at elite universities.
That commitment to keeping an open mind leads us to have the ultimate competitive advantage – a learning culture.
Our Blue Jays catcher, Danny Jansen, recently told a story on a podcast about doing game recall when he was a young prospect where a coach would ask him why he called each pitch, “as soon as you stop learning from this game, and doing things to better yourself, it’s going to spit you out; as a catcher, you are always learning.”
When a pitcher is struggling to develop a new pitch, seeking out feedback and analyses from different resources might spark a tweak for success.
When a marketing employee is stuck on a concept for a fan initiative, collaboratively inviting people from other parts of the organization might bring around the next big idea.
When an amateur scout is speaking with a high school coach, their curiosity might uncover an overlooked prospect.
Our shared commitment to learn, get better, trust, and respect those around us, helps bring competitive advantage opportunities that might have been lost in a fixed mindset.
From border restrictions to COVID-testing protocol, I could spill a lot of ink sharing the unfathomable number of challenges that needed to be solved for this year. Like every other public facing organization, the list of questions was significantly longer than we had solutions for, with fans, players, families, staff, partners, media, and so many more, needing answers.
But to be a competitor, to be the best at anything you do, is to be constantly looking for ways to learn and improve. And by fostering a learning culture, our players and people already had the tools they needed without a playbook, to rise to the challenge at the highest level.
We have all been forced to live outside out of our comfort zones and to adapt to a new way of working this year. It would be easy to throw in the towel or use the overwhelming challenges as excuses for underperforming. But by taking ownership of a situation and approaching each moment as a growth opportunity, we can collaboratively find solutions and get better incrementally.
Even outside of a crisis, the competitive advantage gained by pulling together and building upon our experience, intellect, and skillsets enables us to bridge any resource gaps to compete against the best in the world.
An open mind and learning culture are better than any road map a leader can provide.
About the Author
Over a career that spans 28 seasons, Mark Shapiro is one of the rare executives in Major League Baseball that has had the opportunity to lead and impact baseball, business, and league operations. Widely considered one of MLB’s top executives, he was appointed as President & CEO of the Toronto Blue Jays in November 2015, following 24 seasons within the Cleveland Indians organization.
Following both the 2005 and 2007 seasons, Shapiro was named the Sporting News “Executive of the Year,” at the time the only active GM in MLB to win the award twice. In 2005 he was also named “Executive of the Year” by Baseball America, and after the 2006 season, the Indians organization was named “Organization of the Year” by TOPPS for the first time. In 2007, Mark was named to the elite “40 under 40” by Sports Business Journal, as well as being listed on Baseball America’s “10 to Watch” list.
Since networking digitally is the only way to connect with potential mentors, business partners, and peers these days, it needs to be a priority. To succeed in your online networking efforts, you need to be both tenacious and conscientious. Take a look at our seven tips to help you level up your networking game in the wake of the pandemic.
1) Update Your Online Presence
Especially in today’s tough job market, your networking skills are essential to finding the position that’s right for you. Make sure your LinkedIn and your professional references are updated. After all, your professional contacts are strategic partners in your job search. However, you don’t want to be caught asking for a reference without having talked to someone for a year or two. Your network will help you immensely, but only if you keep up your relationships.
2) Look Beyond Linked-In
Maybe LinkedIn is your go-to social network right now, but why not diversify the platforms you use? There are plenty of alternatives for professional networking that are merely a Google search away. Whether you’re a web developer or a fashion designer, you’ll find niche social networking platforms that you might not have realized existed. It’s worth your while to dedicate extra effort to find networking opportunities beyond the basics like LinkedIn.
3) Reconnect to Your Advantage
Now is the time to reconnect with your professional contacts and polish your personal brand so you can forge new connections. Digital networking’s lack of geographic barriers opens up a plethora of exciting opportunities. Take advantage of it! There has never been a more important time to participate in online conferences, webinars, digital workshops, and more. Check out the graphic below for actionable tips on how to thrive while networking online in the wake of the pandemic.
4) Attend Virtual Conferences + Other Events
Although you won’t be able to enjoy in-person connections at conferences any time soon, it’s just as effective to engage with speakers and fellow attendees through a virtual conference. These digital conferences usually have easy-to-use platforms or apps. There’s a level playing field for post-conference networking. There’s no pressure for in-person lunches or follow-up coffee dates because everyone is networking online. With clever communication strategies, you have just as much of a chance of getting noticed by an industry leader as anyone else.
5) Participate in Free Webinars
Regardless of your industry or stage of your career, participating in webinars is always worth it. You get the opportunity to network with fellow participants and industry leaders like you would at a conference, but usually in a smaller group. Be sure to introduce yourself in the chat channel. Participate in the corresponding webinar chat conversation. Also, there is almost always a Q&A portion of the webinar, which presents a great opportunity to stand out. Be sure to share what you learned from or appreciated about the webinar on LinkedIn or Twitter after the webinar, too.
6) Sign up for an Online Course
Most online courses involve a cost, but they’re a great way to both build skills and connect with like-minded peers in your field. Also, the accompanying Slack communities where fellow students or graduates of a program can connect and share ideas is a goldmine for networking. When you sign up for a workshop, coding bootcamp, or other course you’ll automatically join a cohort of people who are serious about learning and self-improvement. Who knows, you might even find yourself interested in a new career path.
7) Join Online Professional Associations
Although there is usually a membership fee, the immediate networking opportunities with like-minded people and leaders in your field make the cost worth it. In a digital format, professional associations can offer access to exclusive online resources and notify you first about virtual conferences. Industry-specific organizations are a great way to meet leaders in your niche and possibly find a mentor.
Virtually conveying your expertise, personality, and soft-skills in an authentic way is easier said than done. Maintaining your current professional connections is not always a simple task while everyone is working remotely. Stay consistent with your networking efforts despite the challenge, and your work will definitely pay off in the end.
About the Author
Gabrielle Gardiner is an NYC-based content creator who enjoys writing helpful articles about professional development for companies like LiveCareer. She’s passionate about sharing her insights to empower people to succeed in their careers.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2021/02/Unsplash-Networking-Online-Gabrielle-Gardiner-scaled.jpg15692560Susan Harperhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngSusan Harper2021-02-25 12:04:202024-11-27 11:17:54Skills and Mindsets to Succeed in the Next Decade
This blog was collectively written by the Magnolia Moonshot 2030 Project Founders and is provided by Darcy Winslow, one of the founders. It is a companion to her Academy for Systems Change podcast and the Magnolia Moonshot 2030 Project.
In order to meet the challenges of our time, we need to shift our thinking as individuals and as a society. The profound changes that are necessary today require a shift in our paradigm of thought and a shift in consciousness from an ego-system to an eco-system awareness. The deeper we move into the complex, volatile, and disruptive challenges of the twenty-first century, the more this hidden dimension of leadership moves to center stage. The blind spot in the 20th century toolkit of economics and management can be summarized in a single word: consciousness.
Consciousness is a thread that connects the 3 Divides (attribution to Otto Scharmer); a shift in consciousness will illuminate the interconnections among the Spiritual, Social, and Ecological Divides thus creating the conditions for current realities to transform into our desired common futures.
We are called to live with courage and collective integrity, for our survival and ability to thrive.
Spiritual Divide
Consciousness is our fluid basis for how to proceed with kindness, listening, learning, self-reflection, connection to self, and awareness of other. We have a human crisis resulting from people thinking of self in an egoistic way rather than as a higher Self who sees the bigger picture of us as community. Our aspiration is to support the inherent value of each person and create a flourishing world for all of us. We are warriors of love, calling all like-minded people to join us in changing the paradigm from “me, we, they” to a global and universal “us”.
The Spiritual divide manifests in rapidly growing figures on burnout and depression, which represent the growing gap between our actions and who we really are:
1 person dies every 40 seconds from suicide (World Health Organization). There are 800,000 deaths per year from suicide, which is the leading cause of death in developing countries for people age 15-49. (Institute For Health Metrics And Evaluation, Global Burden Of Disease 2010)
Depression and anxiety disorders cost the global economy US $1 trillion per year and people with mental health conditions often experience severe human rights violations, discrimination, stigma (WHO)
Most disorders classified within mental health — that is depression, anxiety, bipolar and eating disorders — are more common in women than men. This pattern appears to hold true across most (in some cases all) countries. (org).
The annual cost of burnout to the global economy has been estimated to be $323.4 billion. Such costs have led to the World Health Organization predicting a global pandemic within a decade (and now here we are with COVID!).
Social Divide
Empathy is when we can enter into another’s reality without judgement to radically listen, radically see, and radically imagine. This is how we earn the right to be heard. By being witness bearers and showing empathy towards our sisters and brothers we deepen our connectedness. People everywhere will collaborate to create a future where we can heal the social divide(s) and create a world where all people have enough. Our deep connectedness and shared consciousness will guide us to create physical, social, and economic well-being where all can flourish. This can only happen if we are in tune with nature, understanding of our inescapable interconnectedness, and design our ways of living to be in balance. Our deep connectedness and shared consciousness will guide us to find the way back to each other.
Current statistics reflecting the social divide include:
The necessary contribution of women is difficult in a world where, despite representing close to half of the world population, women are under-represented in decision-making bodies. This lack of representativeness is significant: in 2016, just 22.8% of the total of national members of parliament and 4% of CEOs of biggest Fortune 500 companies were women. And in 2011, women occupied only 7% of ministries of the environment, energy or natural resources and represented some 3% of those responsible for science and technology.
Racism, racial discrimination and xenophobia are global phenomena. Each regional context is different and victims differ in language and culture. But the experience of exclusion, subordination, violence and discrimination is remarkably similar. Racism as a worldwide phenomenon requires a worldwide response. (The World Conference against Racism, Racial Discrimination, Xenophobia and Related Intolerance)
Access to water and sanitation are recognized by the United Nations as human rights, reflecting the fundamental nature of these basics in every person’s life. Lack of access to safe, sufficient and affordable water, sanitation and hygiene facilities has a devastating effect on the health, dignity and prosperity of billions of people, and has significant consequences for the realization of other human rights.
There is enough food to feed 7+B people, but we have a distribution problem: over 1B people have too much food, and over 1B people have too little food.
The Ecological Divide.
The ecological divide describes the fact that humans have organized our economic and social systems largely without regard to ecological limits on a global scale. We are supporting our needs (and in many cases our wants) through degradation of the very systems we need to sustain our species and other species on earth over the long-term.
Through innovations in technology and medicine over the past several centuries, (wo)mankind has successfully extended our natural lifespan and enhanced our quality of life (in developed countries), at the expense of the natural world. We have found ourselves in a ‘negative reinforcing cycle’ and are out of balance with the natural world.
Wealthier developed countries are thriving, while those in the least developed countries struggle to survive day to day while striving for the lifestyle of the (overly) developed countries. This is a moral dilemma as well; if all countries were to achieve our (on average in the US) lifestyle, the collapse of ecosystems would accelerate beyond all scenarios.
The ecological divide relates to the socio-economic divide because the organization of our social and economic systems has a great deal to do with our transgressing the boundaries of earth’s systems; we will have to consciously re-organize these systems if all humans are to have a good life on a sustainable planet. This also requires us to pay attention to equity, inter-generational and international harm, climate justice, and public participation–all socio-economic divide issues.
Ultimately, we need to bring humans back into a consciousness of earth’s limits and how we can have a good quality of life while respecting these limits. We, as individuals and society at large, need to regain congruence between our beliefs and values and how we live and work. This requires both science–to tell us where the limits are and to understand how ecological systems function–and spirit–to value the well-being of humanity and the planet more than our own excessive material consumption. This is where the ecological divide links to the spiritual divide; consciousness, care, and simplicity–all spiritual virtues–will have to be a part of bridging this divide.
There are many examples:
We are depleting and degrading our natural resources on a massive scale, using up more nonrenewable precious resources every year. Although we have only one planet earth, we leave an ecological footprint of 1.75 planets; that is, we are currently using 75% more resources than our planet can regenerate to meet our current consumption needs.
Burning fossil fuels to generate energy, clearing natural ecosystems for human uses such as development and agriculture, and generating waste that is difficult to dispose of without harming wildlife and ecosystems all contribute to climate change.
About the Author
The founders of the Magnolia Moonshot 2030 Project collectively wrote this article, which was provided by Darcy Winslow. Darcy is one of the founders of the Magnolia Moonshot 2030 Project and the President and co-founder of the Academy for Systems Change. The Academy advances the field of awareness-based systemic change to achieve economic, social, and ecological wellbeing. Darcy worked at Nike, Inc. for 21 years and held several senior management positions, most notably starting the Sustainable Business Strategies in 1999 and as Senior Advisor to the Nike Foundation. She serves on the board of The Carbon Underground and The Cloud Institute for Sustainability Education.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2021/02/Unsplash-Magnolia-Moonshot-by-Winslow-scaled.jpg17072560Susan Harperhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngSusan Harper2021-02-15 10:50:252024-11-27 11:19:35The Magnolia Moonshot 2030 Movement
The classroom offers no shortage of challenges for teachers, from navigating the different learning needs of a diverse group of students to keeping up with changing educational trends and policies. Plus, because of the 2020 pandemic, educators had to suddenly transition to remote-learning models, which was almost impossible to prepare for. And as many schools across the country re-open for full- or part-time classroom education, teachers have had to create structures that not only keep their students engaged but also adhere to COVID-19 health and safety standards.
While these types of obstacles are enough to keep some teachers engaged for a lifetime, others set their sights on even greater challenges within the educational system that will be in place long after the pandemic is over. However, transitioning out of the classroom into an educational leadership role isn’t as simple as throwing your hat in the ring. While classroom teachers are leaders in their own right, serving as an administrator requires a set of leadership skills all its own.
What It Takes to Be an Educational Leader
Becoming an educational leader is an opportunity to make an impact beyond the classroom. However, while teachers have ideas about the ways they’d lead differently given the opportunity, taking those ideas and turning them into actionable policies requires a unique set of skills.
When running a classroom, teachers have to make decisions moment by moment to keep their classrooms running smoothly and their students learning. Administrators, on the other hand, have to carefully consider the input of a variety of stakeholders before taking action.
In order to balance the demands of educational policies, district administrators, teachers, and parents, administrators must cultivate a culture of mutual respect and honest communication. That’s not easy to do when teachers often view administrators as a hindrance to their ability to teach, which is why an educational leadership role requires not only professional acumen but emotional intelligence as well.
The Demand for New Educational Leaders
For teachers who are up to the challenge of educational leadership, there’s no shortage of roles to fill. While teacher shortages draw the most attention, schools across the country are also facing a growing shortage of principals and other administrators. According to the National Association of Secondary School Principals, the demand for qualified principals in elementary, middle, and high schools is projected to grow 6 percent by 2022.
While some school districts struggle to attract candidates for leadership roles, most schools find that their problem isn’t the number of candidates, but the quality. One in three school principals stay in their role for less than two years and 18 percent leave the position within a year. Inadequate preparation is a leading reason for high principal turnover, which is why teachers are such attractive candidates for the job. When administrators have a background in education, they’re not only less likely to leave, they’re also more effective.
The Role of Educational Leaders in Student Achievement
What are the hallmarks of an effective educational leader? It’s not just an understanding of policy or a knack for juggling competing priorities. Experts agree that the most effective administrators are those who frame their decisions around what’s best for student learning — and that means creating a collaborative environment between teachers and administrators rather than taking a top-down approach to management. When administrators foster an environment that empowers educators, the sense of safety, support, and continuous learning that’s created trickles down to students as well. In fact, research has found that an emphasis on collaboration and communication is one of the key characteristics of high-performing schools.
Advancing your Career as an Educational Leader
While teachers are uniquely positioned to become educational leaders, taking that career leap requires additional qualifications. School principals require graduate-level degrees in educational leadership or administration in addition to state licensure, while educators who want to expand the opportunities available to them may opt to pursue a Doctorate in Education. With an EdD, educators can pursue a career as a K-12 principal, school superintendent, or an administrator in a post-secondary setting.
Pursuing a career as an educational leader isn’t a decision to make lightly. School administrators have a difficult job, and creating an environment that empowers students and teachers — both during and after the pandemic — requires professionals who understand the difference between leading and ruling. However, for teachers who appreciate the challenges facing their school system and want to make a difference, taking the step into an educational leadership role is the best way to do it.
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2021/02/Pexels-Educational-Leader-in-2021-Jennifer-Brown.jpg416624Susan Harperhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngSusan Harper2021-02-11 10:00:362024-02-21 22:45:53What Does It Take to Be an Educational Leader – Junior Achievement’s Impact
This blog is provided by Trista Bridges and Donald Eubank, co-founders of Read-the-Air and authors of a new book, “Leading Sustainability: The Path to Sustainable Business and How the SDGs (Sustainable Development Goals) Changed Everything,” as a companion to their podcast Leading Sustainability: The Path to Sustainable Business and SDGs. This article shares practical steps from their book to advance your business efforts and put sustainability at your strategy’s core.
The business world is at a fundamental crossroads. The age of the stakeholder is rapidly superseding that of the shareholder. More than just a buzzword, the idea of the stakeholder recognizes that companies have always existed as an inseparable part of the communities and business networks in which they operate, however vast and physically distant.
Contrary to what the shareholder model often implied, good business decisions have never really been driven purely by profit motives. It is becoming increasingly obvious that what is good for society—and thus, by definition, for the environment—is good for business. This new embrace of responsibility does not preclude the design of efficient, lucrative business models. In fact, when done properly, precisely the opposite is true: socially responsible and sustainable business decision-making opens up brand new, exciting, profitable—and, in all its meanings, sustainable—revenue streams.
Today’s reckoning is not purely an altruistic choice made by businesses; new demands from various civil society organizations and the consensus-driven initiatives of the United Nations have been shepherding along the changes required to make business operations sustainable for years. With the United Nations’ 17 Sustainable Development Goals (SDGs) and the implementation of the Paris Agreement, these constituencies have outlined new expectations for not only how governments function, but also how businesses must function in a sustainable society.
The SDGs—more than 50 years in the making—provide a comprehensive framework for understanding all aspects of social, political, and business actions. They are powerful statements of human ambition for a fair, just and sustainable society. Many in the business and investing world today are calling them “A gift”, as the SDGs can provide us with a broader definition of sustainability and a framework to quickly and effectively guide businesses’ efforts to align their operations with the meaningful goals that society desires.
The successful businesses of tomorrow will be the ones that fully embrace sustainability today.
Almost two years ago, we set out to find and catalogue the practical steps that companies today must take to create the new sustainable business models they will need to survive in the year 2030. We interviewed more than 100 business leaders, investors, policy makers, NPOs, researchers and other changemakers, and researched a broad range of companies from across the world, of varying sizes and across multiple industries, that were taking practical steps to improve business practices and become more sustainable. Here’s some of the main takeaways that were collected for our new book “Leading Sustainably—The Path to Sustainable Business and How the SDGs Changed Everything.”
Our takeaways
Look to the future of your business—to achieve the best tomorrow, prepare today for the worst.
Make changes to your strategies based on the big picture, not on the small problems (unless they are warning you about dangers arising in the big picture).
The past created the world we live in today—its environmental crises and social unrest—but it also has been building the platform and the thinking that’s needed to move past these crises. That is, the SDGs, the Paris Agreement and a business world more focused on becoming sustainable for the long run.
The business case is already there—the whole business environment is pushing for more sustainable models, from consumers to investors, employees to competitors. Catch up, keep the pace, set the speed or get pushed out of the way. And watch out, because a whole new generation of “mission-driven” companies have a head start already, having established themselves as fully aligned with society from the get-go. They are laser-focused on bringing fully sustainable innovations and business models to sectors that have struggled to do so on their own, and they are achieving remarkable societal and financial impact.
Don’t get confused by the Alphabet soup of methodologies for measuring and managing impact—choose what looks best for you, try them out, see if they fit, and whether do or don’t, adjust, retry, expand, until you figure out what works for your company. Get started today.
Capital managers, and even retail investors, believe that sustainability is the way forward, and they are going to talk to you about it. If you are aligned with them, they will provide you capital at a reasonable rate—if not, you will pay more or even be left empty-handed.
Be systematic. Understand the steps that you as a business have to proceed through to achieve a sustainable business model. Apply smart managerial and leadership strategies to move through these steps. Make bold decisions. Engage the whole organization. Communicate your directives and the reasons. Build an “A team”. Pursue a multi-stakeholder approach. Be flexible, make assessments and adjust. Work with your customers. Consider outside acquisitions. And leverage the SDGs.
You can’t do this alone. Bring your industry along for success and to ensure a fair playing field. Reach out to your industry associations, but also look to new partners, whether from civil society, international organizations, or cross industry. If a few key industries do this right—health and wellness, insurance, fashion, real estate, and tourism—we’ll all be in a better, more sustainable, place.
Before we close, two points bear repeating: For success leverage the SDGs— recognize their power to help and guide the organization and your teams; and be systematic to align your business planning and operations with sustainability principles.
Plus, remember this final, key piece to getting it done: You must bridge the knowledge gap—provide your teams with as many opportunities as possible to learn what they need to know to make sustainability-driven business decisions.
See more details about the important lessons from companies—in a range of industries—on how to achieve sustainability in our new book “Leading Sustainably”, available now from Routledge and Amazon.
About the Authors
Trista Bridges is a strategy and marketing expert with extensive experience across various geographies and sectors including consumer products, financial services, technology, and healthcare.
Donald Eubank is an experienced manager who has worked across the IT, finance, and media industries in Asia.
They advise businesses on sustainability and are co-founders of Read the Air, a coalition of strategy and operations professionals, and co-authors of “Leading Sustainably—The Path to Sustainable Business and How the SDGs Changed Everything” (Routledge).
https://www.innovativeleadershipinstitute.com/wp-content/uploads/2021/01/Unsplash-Leading-Sustainability-Bridges-Eubank-scaled.jpg19202560Susan Harperhttps://www.innovativeleadershipinstitute.com/wp-content/uploads/2022/03/ILI-Anniversary-Logo.pngSusan Harper2021-01-04 11:57:272024-11-27 11:07:35Leading Sustainability: Look to the Future, Make Bold Choices and Don’t Go It Alone
