In a recent Huffington Post article, Ford Motor Company chairman Bill Ford and former Google.org director Larry Brilliant are described as “business leaders who advocate mindfulness.” The article then goes on to list ten executives who meditate regularly. It’s easy to assume mindfulness and meditation are the same. No wonder there’s confusion.
With the increased interest in mindfulness in the workplace, many companies now offer classes in yoga, meditation, and stress reduction, and endorse activities such as spending 5 minutes each day doing nothing and taking time out for reflective reading.
These are all excellent activities, but they will not automatically create mindfulness.
Mindfulness is a way of being, not an activity.
Mindfulness is the practice of being fully present with the experience of . . . → Read More: Mindfulness in the Workplace Is More than Meditation
You’re clear about where you want to go. You made your plans. You’ve started on your journey.
Maybe you landed your dream job, or found your soulmate, or have a vision for how you can make a difference in the world.
So now, you simply need to focus on execution – on implementing your plans. Right?
Sadly, it’s not uncommon that at some point in the future, you might take stock and wonder how you ended up where you are.
Why does that happen? How is it possible to be off course without knowing it?
1. A huge, sudden external shift.
A sudden change in your world can derail you, not just temporarily, but for long after the crisis is over.
Anthony had just . . . → Read More: Could You Be Off Course Without Knowing It?
Wouldn’t it be nice if everyone thanked you at the end of the meeting and told you how glad they were to have been there?
How likely is that to happen?
A recent study found that for the second year in a row, workers reported meetings as “the biggest distraction and waste of time presented by the workplace.”
Did you know that time spent in meetings has skyrocketed? Harvard Business Review reports leaders spend more than two days a week in meetings, an amount that has increased every year since 2008.
Recently I had the pleasure of being interviewed by Kevin Eikenberry for his “Remarkable Leadership Online Seminar” about how to host productive meetings. We had a lively conversation which you can listen to . . . → Read More: The Art of Hosting Meaningful Meetings
Organizations need people who know what they’re doing, where they’re going, and have the skills to get there. We call that “talent.”
Unfortunately, there’s a common misbelief that the best way to get talent is to buy it – not build it – by ranking everyone, eliminating those at the bottom and hiring new people to replace them.
This approach was first popularized in the 1980’s by Jack Welch at GE and was reinforced in 2001 by Jim Collins who told us to “get the right people on the bus and the wrong people off.”
By 2012, 60% of Fortune 500 firms were using some type of ranking system – with dubious results. Vanity Fair contributing editor Kurt Eichenwald blamed Microsoft’s stack ranking system for . . . → Read More: Forget the Bus! Develop Talent to Create a Fast, Nimble Fleet
Today begins my last week as executive director of the Berrett-Koehler Foundation. This is the second time I’ve done this with an organization—served as executive director during the startup phase—and I’ve learned many lessons along the way.
My involvement began two years ago when Steve Piersanti, president of Berrett-Koehler Publishers, asked me to help create a new organization that would further their mission of helping to create a world that works for all in a way that went beyond what Berrett-Koehler could do as a publisher.
I began by facilitating a design team. After research and serious consideration, we determined the focus would be to support the next generation of leaders in putting into practice the systems-changing ideas and tools that authors were writing about.
. . . → Read More: My Leadership Lessons as Executive Director
I was delighted to catch up with Jake Jacobs, the creator of Real Time Strategic Change (RTSC), the approach that brings hundreds of people together to make collaborative decisions about their organization in real time, which I described in Try Collaborative Change for a Change.
I had an opportunity to ask Jake about how change has changed since he first developed RTSC. Jesse: Jake, you wrote the first edition of your groundbreaking book Real Time Strategic Change twenty years ago. I’ve used RTSC many times over the years and am always impressed with what happens when you bring a large slice of an organization together to discuss issues and make decisions instead of putting them in an auditorium to be talked at by the . . . → Read More: An Interview with Jake Jacobs on Real Time Strategic Change
During a break in the meeting, Dan pulled me aside and whispered, “No more ‘p’ words, please.”
“What are ‘p’ words?” I asked.
“You know,” he replied, “Words like process, perspective and paradigm.”
Dan is results-driven. There were way too many “p” words in this meeting for his comfort … planning … process … people … participation.
At one time or another, many of us have felt like Dan – that it is so much easier to do the work than take the time to involve others in the process of planning for the work – to just decide where you’re going and get on with it.
The problem is, when you’re a leader, you can’t just announce where you’re going and expect people . . . → Read More: Results Driven vs Process Driven Leadership
I had the honor of being invited to guest host the India HR Twitter Chat this past week, with two of my favorite leadership experts Tanmay Vora and Tanvi Guatam. The #IndiaHRChat is attended by many experienced business leaders and HR professionals who tackle meaty issues around leadership.
The topic for this Chat was “Emergent Leadership”.
In the India HR Chat Preview, the questions that would be asked during the chat were listed and also articles for pre-reading, including First Fire All the Managers by Gary Hamel and Emergent Leadership Topples the Pyramid by Jesse Stoner.
No More Long Lectures – A Different Way to Learn
A “TweetChat” itself is a most unusual form of conversation. From the outside – and even from the inside . . . → Read More: TweetChat: An Exciting New Way to Learn, Connect, and Explore Emergent Leadership
As more organizations are becoming flatter, the looming question is whether it’s possible to “do more with less” or whether it’s necessary to rethink the distribution of power and control as described by Peter Drucker, Peter Block and Gary Hamel among others.
Emergent Leadership Topples the Pyramid shows what a non-hierarchical view of leadership looks like. But these four practices are needed in order to self-organize successfully and prevent spiraling into chaos.
These practices provide the vehicle to move forward, and without them, your flat organization will end up with flat tires.
1. A Shared View of the Big Picture.
Agreement on the organization’s purpose (reason for being), values (what guides people’s behavior and decisions), vision (what it looks like in action), and strategy . . . → Read More: The 4 Practices of Successful Flat Organizations