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Johnny Earle grew up with a learning disability and attention problems. Johnny is the founder and chief executive officer (CEO) of Johnny Cupcakes, and on paper, he doesn't seem like someone running one of the most innovative brands in the country. We turned our attention not just to branding but to leadership - the connection between the heart and soul of the person at the helm of a company and the brand experience it created for its customers. That proved wildly successful, eventually taking our agency from the Low Country in South Carolina to Manhattan, from working with local rule-breakers to developing brand strategies and brands for the likes of 20th Century Fox, USA Today, NFL On Location, E&J Gallo Winery, Legendary Digital Networks, and hundreds more. [Extracted from the article]

Huber continues that in the article he formulated the following question: "How do people express power through humor to make sense of, and potentially transform, their situations at work? Have you stopped to consider why humor in workplaces is an important topic of research, and not just a laughing matter? In Huber's view, "Humor is such a regular and naturalized aspect of interacting with others and dealing with the world that, while people are aware of its importance, it is probably true to say that, in general, people tend not to consider the accumulative effects of humor on their working lives. [Extracted from the article]

The author presents discussion on educator Peter Drucker adapted from book "Drucker & Me: What a Texas Entrepreneur Learned from the Father of Modern Management" by Bob Buford. Topics discussed include contribution of Peter to foreword for the book "Halftime," obituary for Peter in journal Economist which contrasted with several papers on minute subjects. and profilic writing of Peter which was not intended to impress professors .

The article focuses on the role of skill and learning in enhancing the performance of the employees in the business or the company.

Organizational storytelling continues to be a hot topic. Although this kind of leadership storytelling is certainly common, our research on 165 scholarly papers spanning the last 40 years suggests that the story of organizational storytelling is more complex than that. According to Beigi, the authors "found an exponentially increasing volume of research on organizational storytelling, suggesting greater interest in this phenomenon. [Extracted from the article]

The authors, including Baker, the former Governor of Massachusetts, present an introduction to the Results Framework, described as "a process of moving from concepts to delivery that we have found successful in both the public and private sectors." They further describe "a methodology to move from identifying problems to achieving results—one that grew out of our experiences in government and was shaped by our experiences in the private sector." There are four parts to the framework; in their words: People are policy, follow the facts, focus on how, push for results. Within the second part, the authors "follow two types of facts: data evidence and points of pain." They discuss the workings of the framework during the extreme challenges of Covid‐19. The authors remain clear about what is required on a day‐to‐day basis: "There is no single correct way to get things done. As a result, we need to rethink notions of opposition and to imagine new ways of working across divides." They are clear that the framework cannot be done without the help and participation of others: "Part of the decision‐making, then, entails enlisting stakeholders, letting people know if they will be affected, anticipating what might go wrong, preparing a reaction, and anticipating adjustments." [ABSTRACT FROM AUTHOR]

The article focuses on the development and significance of brand activation and public relations (PR) in the digital age. Topics discussed include the changing pace of PR practice in business, the concept of personal brands, the advocacy of brand activation, and the incorporation of performance and professionalism in PR.

A Truly Transformational Leader Frances arrived at West Point on a bright autumn day to speak with cadets and local Girl Scout troops on the meaning of service and I was the lucky one assigned to be her personal escort. Conclusion Frances has stated on numerous occasions that despite her myriad remarkable accomplishments, serving at West Point was the greatest honor of her life. I frequently start every class I teach or speech I give with the fact that I met the greatest leader I've ever known while I was at West Point … but it's not who you think. [Extracted from the article]

Peter Drucker was Frances Hesselbein's mentor. Peter Drucker changed Frances Hesselbein's life. On June 4, 2015, a book talk by Joan Kuhl for Peter Drucker's Five Most Important (Questions was happening at the 92nd Street Y, a cultural center in New York City. [Extracted from the article]

Her leadership philosophy reinforced my experiences as Student Government President at our shared alma mater, the University of Pittsburgh (Pitt). Instrumental Leadership Moments There were many instrumental moments where Frances taught me and us firsthand how to BE. [Extracted from the article]

I approached Frances, explained the idea, and asked her what she thought of raising funds in her name to support these various student leadership initiatives at Pitt. Engaging with Frances was always the highlight of the academy for the students and Frances clearly loved her time with these global scholars. [Extracted from the article]

The author details his project of interviewing fellow Chief Executive Officers/CEOs about one of today's most important topics, sustainability. How can executives lead their organizations to sustainability? This project began with "a career‐changing conversation I had at the World Economic Forum's Davos 2019 with Lise Kingo, then president of the United Nations Global Compact, and a pioneer of the "triple bottom line"—balancing economic, social and environmental priorities." He notes that "in 2000, more than 10,000 companies including my own, Russell Reynolds Associates, pledged to help meet the United Nations' 17 Sustainable Development Goals by 2030." But nearly 20 years after that pledge was made, things seemed stalled. At the same time, some leaders seemed to be doing well. He and Kingo "developed a blueprint of Sustainable Leadership, which set out the specific mindset and skills business leaders would need to move the dial on sustainability—everything from having an almost instinctive understanding of the role their organization plays in society, to working hand‐in‐hand with stakeholders, and applying a disruptive mindset to everything they do." He also describes "moonshotters," leaders who "are ready to commit to bold action without even necessarily knowing what the exact solution is or how they will get there." [ABSTRACT FROM AUTHOR]

Fenton discusses the importance of self‐worth for leaders, and how that quality is often in short supply. She says that "in the work my company, WorldBlu and I have done over the past 25 years with thousands of leaders from over 100 countries in almost every industry, ranging from for‐profits to non‐profits, schools to governmental organizations teaching leaders how to lead from a place of freedom rather than fear and control, we've found that self‐worth is the number‐one determinant of a leader's success over the long term." She presents a table of characteristics of high and low self‐worth for leaders. For instance, in low self‐worth "never feeling good enough" is contrasted with high self‐worth "knows they are inherently good enough." A low self‐worth leader is overly critical, whereas a high self‐worth one recognizes they are always learning. Fenton narrows improving one's self‐worth to three things, which in her words are: 1. Recognizing your current level of self‐worth. 2. Making the choice to develop high self‐worth. 3. Intentionally practicing high self‐worth behaviors on a daily basis. She includes ten practices for increasing self‐worth, including "reframe failure into learning moments" and "defeat fear to reclaim your worth." [ABSTRACT FROM AUTHOR]

The author contends that the terms "job" and "role" are often used interchangeably, but these "are not simple synonyms. While a job consists of one or more tasks for which its holder accepts responsibility, a role goes further to encompass the broader context." He discusses the recent ramifications of the term "stakeholder," and how it has profound effects about how organizations are operated. This includes the Business Roundtable "Statement on the Purpose of a Corporation" in 2019. In considering your roles and role responsibilities, he asks questions such as "To whom you are obligated?" and "whose interests must you represent?" For understanding your core social identity, "How would you describe yourself to someone who didn't know you?" and "What categories, communities, groups, social classes, do you see yourself as a part of?" In considering your role, some questions include "Are we part of the same social identity group?" and "Do your decisions reflect the integrity of what you have told or shown me about who you are?" Pliner concludes that "developing a deep understanding of your roles in all their complexity will help you to better align to – or frame misalignment with – your moral code and ethical context." [ABSTRACT FROM AUTHOR]

Workplace adjustments are mostly "physical helpers" that aim to make it more comfortable to work in an office. Krieger notes that "in academia, workplace adjustments for neurodivergent workers have not yet been researched enough. Making adjustments in the workplace for neurodivergent workers is still in its early stages and it is worth wondering if the concepts of neurodiversity/neurodivergence are still somewhat under-the-radar and poorly understood, other than for academics, and specialists in the field. [Extracted from the article]

This article reports that the most impressive organizations are those with a string of conspicuously able leaders. Tesco PLC, one of the world's most admired grocery retailing groups, achieved leadership of the British market under the stewardship of Ian McLaurin. When he retired, some predicted that Tesco's star would go into decline, but instead, under the leadership of Terry Leahy, it has gone from strength to strength. It is one of the few consumer goods retailing groups to have made a success of its international expansions in eastern Europe and the Far East, and at the time of writing it was the only consumer goods retailer in the world to have made money from Internet shopping. In the U.S., Safeway acknowledged this when it licensed Tesco's Internet shopping system. INSET: Nine Principles of Leadership.

The author contends that the seemingly well‐meaning phrase 'Fake it till you make it' can often do more harm than good in the world of organizational leadership, and "is simply bad business advice." She writes from the unique perspective of someone who is "founder and CEO of my own company and as a strategic public relations advisor to over a thousand executives, venture capitalists, and influencers in the tech industry." She describes what she terms "airtight management," in which "you squeeze the daylight out of the places where your values and vision come into contact with strategy, and where your strategies end and their tactical execution begins." She outlines such areas as Planning, Strategy + Tactics = Execution, The Hocus Pocus of Focus, What's Missing From This Picture? and The Make It Happen Box. Within planning, she advises to ask questions like "Why are We Doing This?" and "What Does Success Look Like?" For the Make it Happen box, she notes that in searching for a sense of order from our plans, "we tend to equate order with a linear progression and chronology—a beginning, middle, and end. Plans are flat. But a flat plan will only guide a CEO so far." [ABSTRACT FROM AUTHOR]

The author, now a senior lecturer at Harvard Business School, describes leadership lessons from his experience as the former Chairman and Chief Executive Officer of the electronics retailer Best Buy. While beginning to lead the company, he "learned that much of what I had been taught at business school and as a consultant and young executive is either wrong, outdated, or incomplete." He debunks in detail what he describes as three myths of leadership, which in his words are: Myth #1: leaders are superheroes. Myth # 2: People are born leaders. Myth #3: You cannot change. For instance, within that point, Joly writes "I once believed that leadership was about a top‐down management approach driven by data and analytics; I now focus on purpose and human magic." He further outlines a five point leadership model, which in his words: (1) Be clear about your purpose, the purpose of people around you, and how it connects with the purpose of the company. (2) Be clear about your role as a leader. (3) Be clear about whom you serve. (4) Be driven by values. (5) Be authentic. Within point 4, he quotes a former colleague: "Tell the truth and do what's right." [ABSTRACT FROM AUTHOR]

The author is a Wall Street executive with more than 50 years of investment experience, as well as leadership positions in higher education and elsewhere. He looks back on his career and self‐development, where he recently "wondered what I could enumerate that might help others in leadership positions." He outlines and explains in detail what he calls the "Four Ps, a methodology for talking to yourself, your family and your business associates." In his words, they are find your passions, find your principles, find your partners, and find your plans. He offers questions for reflection within each of the Four Ps. For instance, in point 1, and in his words, How have your passions helped or hurt you as a leader? In point 2, What are your most important principles? When did you first start to acquire them, how and where? In Point 3, Who are your partners? How have they changed your life? In point 4, Have you caught a wave or a cycle—and do you think it is important to do so? He concludes: Each leader's style is a little different, and in most cases, it is based on those first two Ps—passion and principles. [ABSTRACT FROM AUTHOR]

A review and summary of the online article "Chief Information Officer: A Journey Through Time," by Stefanos A. Strickland and Babis Theodoulidis is presented.

The article discusses the emerging new roles for information technology (IT) professionals. It is said that as technology increases in sophistication, employment roles continue to evolve. Data and information are said to play a big role in the success of today's organizations. The research paper "Harnessing the Digital Lens to Measure and Manage Information Work," by Sinan Aral and colleagues describes how people can reach their full potential through smarter use of data and information. The concept of networking is called to mind by the concept of an information worker performing as an information hub.

The article focuses on the negative perception of several executives on annual performance review. Many professionals consider the performance evaluation as a dreadful job and a complex paperwork process. In fact, more than half of them have a negative view on the company's performance management system. These dissatisfactions drive many organizations to itemize their systems like revising the rating scales, moving from paper to software system and instituting forced rankings. According to OnPoint Consulting manager Jennifer Forgie, the dissatisfaction is attributed to lack of clarity between pay and performance, inconsistent application of the system and insufficient managerial skills. The situation emphasizes the need for managers to be trained in all elements of performance management.

The article discuses various papers published in the present issue of "Leader to Leader," including one by Robert M. Price the former CEO of Control Data Corporation on how leaders can get over the rhetoric that surrounds innovation, and one on ancient leadership wisdom by Clint Sidle.

The article presents an introduction to the papers published in this issue of the periodical including the article by Robert B. Shaw about the leadership of Ulysses S. Grant and one by Trudy Bourgeois about the emerging values and expectations in the workplace.

The author discusses the concept of "time poverty," which she defines as "having too many things to do and not enough time to do them." It is a problem because it undermines happiness and productivity and increases stress. For instance, in 2012, 50 percent of working Americans reported that they were "always rushed" and 70 percent "never had enough time." In 2015, more than 80% didn't have all the time they needed. Solutions are offered for leaders to help their organizations become more time affluent. The first step to developing "time smart" leadership is to recognize whether and how your workplace is making you, your team, and your workforce time poor. Companies that let workers decide where and when to do their jobs have workers who are happier, more productive, and less likely to quit. Where possible, a shift away from performance incentives and billing hours would be a massive boon for employees' well‐being. Workplaces can help employees become time affluent by rewarding them with it. The best data show that employees who take the most time off, ask for extensions when needed, and uptake time‐saving rewards are the happiest, most productive, and least likely to quit. [ABSTRACT FROM AUTHOR]

The author stresses the need for leaders to have an abundance mindset in creating change, particularly in roles of philanthropy. The article begins with three examples of social entrepreneurs adopting an abundance mindset: The Kenya Community Development Foundation, Social Venture Partners India, and The William and Flora Hewlett Foundation. Eight behaviors that lead with abundance are you are proactively generous; you have the courage to grow and develop yourself continuously; you are resilient; you embrace inclusion; you believe you deserve the best; you think big; you take prudent risks; and you invest in your capacity and talent, and that of your partners. Within the section on investing in yourself, four areas are explored: capacity, talent, technology, and learning. Within investing in your partners, the areas are take time to build trusting relationships; stick with partners though challenging times; make sufficient investments in infrastructure, organizational capacity, and long‐term planning; and support the competition. When you or the people around you have an abundance mindset, you'll routinely hear questions like Who are the top experts in the country (or world) who can advise us? Who are the best people we can get and what is the most strategic use of their time? [ABSTRACT FROM AUTHOR]

This article explains the Slingshot Method, a way to make sense of, and then intentionally design and create lives of significance. I drew deeply from my own career as a corporate executive, entrepreneur and investor including as founding team member of Accenture Ventures, a $1 Billion corporate ventures fund at Accenture; and as President, CEO and Chairman of a data analytics company, where I led large change management engagement including for the U.S Department of Defense. I also led global Mergers and Acquisitions for Thomson Reuters, and the development of emerging technologies at Oracle and Intelsat. First part of the article describes the journey from surviving to thriving, with four contexts of Survival, Security, Success and Significance. The second part describes Pulling Back, Propelling Forward: Using the Slingshot Method to Identify Life Goals. This arc from survival to security and success, and eventually significance, isn't some rare phenomena reserved for the privileged few. In fact, evolutionary psychologists believe this ultimate development from the primary concern for survival (a selfish activity) to significance (an altruistic activity) is built into our genes. The article draws on research from psychologists including Abraham Maslow, Login George, Crystal Park, and Dacher Keltner, as well as business professor Alexander Horniman. [ABSTRACT FROM AUTHOR]

This article looks beyond categories to full‐spectrum thinking, the ability to seek patterns and clarity across gradients of possibility—outside, across, beyond, or maybe even without any boxes or categories—while resisting false certainty. In particular, it examines the animated organization charts of the future. The Army is prototyping a future where hierarchies are no longer static; they will be animated. Command‐and‐control only works in predictable slow‐moving environments, and there aren't very many of those any more. The Army now practices what they call "commander's intent," "mission command," or "flexive command." At Electronic Arts, one of the world's most successful video game publishing companies, their commander's intent is "we exist to inspire the world to play." Distributed‐authority networks will mean fluid hierarchies that require constant reassessment of who is in the best position to make which decision at what time. Individuals will need to learn how to lead when they cannot control. Organizations will need to learn how to flex rapidly while retaining clarity of direction. Societies will need to create commons that benefit everyone, shared assets, and a decision‐making process that helps people decide what they choose to do together. [ABSTRACT FROM AUTHOR]

Defining leadership moments happen in a flash. And yet the real experiential skills that moments like these require are rarely ever systematically taught to leaders. Instead, leaders are left to learn them through trial and error, or not at all. People often use a catch‐all colloquial term, chalking up this kind of inefficient and sometimes ineffective learning to "Experience." To recapture leadership's lost moment, leaders can learn to refocus on their immediate experience so they can lead more mindfully. Our approach emphasizes using intention, attention, and awareness to act and perform skillfully and dynamically in real time. Using diverse practices ranging from meditation, yoga, athletics, and the performing arts, leaders can learn to experience a moment in a high‐definition way that increases the potential for better choices and leadership results. Leading mindfully begins simply and profoundly. Doing the inner work of noticing reactions, you can shift into more productive stances for action. Fueled by more productive intentions, you can increase the odds of moving skillfully into more productive actions. Skillful action then becomes a basis for skillful interaction and coordinated action toward a common goal, which of course is what leadership is really all about. [ABSTRACT FROM AUTHOR]

The popularity of emotional intelligence among business leaders is based in part on the realization that cognitive intelligence, or "IQ," accounts for only part of what leaders need to be effective. A meta‐analysis combining the results from 151 independent studies and over 40,000 leaders found that IQ accounted for only about 7% of the variability in leader effectiveness. Emotional intelligence is the ability to perceive, understand, and manage our own emotions and those of others. We have studied how 25 outstanding leaders have used their emotional intelligence to confront critical challenges and opportunities. Using a modified behavior event interview, we asked the leaders to describe "one or more incidents in which they used or managed their own emotions and/or those of others to deal with a challenge or opportunity." We identified nine strategies that the leaders used often. In this article, we describe each strategy. In their roles as supervisors, managers, or executives, organizational leaders are in a particularly good position to help others develop emotional intelligence. Organizational leaders are often able to see their people behaving in various real‐life situations on multiple occasions over time. They also are better able to provide feedback immediately or soon after an incident. [ABSTRACT FROM AUTHOR]

The article discusses various reports published within the issue, including one by Patricia O'Toole on how the work of Andrew Carnegie on business and philanthropy influences the society and another by Doris Kearns Goodwin on test of leadership as elucidated by the past leaders of the state.

Presents the author's recollections of some leadership lessons that he learnt from his bosses. Treatment of people differently based on their strengths; Importance of giving people the freedom and responsibility to do their jobs; Significance of integrity in performance review; Theory of learning while teaching; Qualities of effective leaders.

However, cloud data storage was an afterthought for early Cloud 1.0 vendors, whose primary objective was not the creation of a cloud data storage capability, but rather a cloud-based computing capability. At the heart of this is the transition from Cloud 1.0, which used a scarcity mind-set to build external economies of scale, to the next generation of storage, Cloud 2.0, which uses an abundance mind-set to build economies of scope. The ultimate destination of data storage is a bottomless cloud in which data storage costs approach a level at which they are inconsequential in making a decision as to whether or not data should be preserved and accessible. [Extracted from the article]

The article offers information on the elements of entrepreneurial leadership. Topics discussed include develop a culture and leaders that accept and automatically adapt to constant change; constantly imagining and manufacturing alternatives; and trust each other without fear of being cut down or criticized.

The article focuses on the impact of managing stakeholders as it helps the company achieve growth in the industry. It talks about the role of leadership and the need for skills in employees in businesses. It tells about the importance of developing interpersonal skill in employees and employers. It speaks about the impact of the performance of the leaders on the performance of the company in the stock market.

The article presents a discussion of leadership communication, adapted from the book "Five Stars," by Carmine Gallo. Topics mentioned include the include the importance of leadership communication to knowledge economy, the use of predictive modeling by Kaggle, community of data scientists and machine learners, in solving problems for U.S. National Aeronautics and Space Administration (NASA), and the contribution of technological innovations in knowledge economy.

The article offers information about the concept of leadership within an organization, highlighting the concept of professional identity and multiple roles in the workplace. It also highlights validating the measurement of multiple roles at work as well as the notion that the identity hierarchy is important for understanding how people behave at work and the concept of employee engagement.

The article offers information on leadership lessons learned from "Table of Plenty HMB," a weekly supper for the hungry in Half Moon Bay, California. Topics being highlighted include the power of building community in an organization as well as working through a major transition and the opportunity to share experiences in the sectors.

The author discusses the importance of freedom or minimum supervision in employee motivation and performance improvement, focusing on whether managers can motivate their employees and achieve stretch goals. He discusses the impact of connectivity on transparency and knowledge acquisition, and the trend towards free agency from full-time employment, highlighting the relationship between employee and immediate maanger as the determinant of employee motivation to achieve stretch goals.

The article offers the author's insights on his book "The Employee Experience Advantage," which discusses the concept of employee experience. It discusses the creation and operation of the availability to everyone, consumer grade technology, and employee needs versus business requirements( ACE) technology in the organization. Information on the employee experience equation, is also provided.

The article focuses on business enterprises which are faced with methodologies and mentions engagement of businesses in change management programs. Topics dsicussed include book "Enterprise Interoperability: Research & Applications in Service-Oriented Ecosystem" by Martin Zelm, investment in business intelligence and big data, and chances for serendipity created by business environment.

Brown believes that culture's importance cannot be overstated: 'Culture is perhaps the biggest market differentiator, even above price of service and being the first to market,' he writes. Particularly in start-ups, culture reflects the attributes of the founders. Brown points to his own example with his (since sold) app company Cuddlr, along with Travis Kalanick of Uber and Jack Dorsey of Twitter. Brown also reaches back to one of history's greatest founders: 'Walt Disney said he wanted to fuel imaginations, not make cartoons, and that enabled him to create amazing architecture, theme parks, and other brilliant projects that fit into his cultural values.' [ABSTRACT FROM AUTHOR]

In this article, the author discusses several topics worrying today's leaders related to tomorrow's workforce and offers suggestions for coping with such problems. Topics include four generations in the workforce at the same time as boomers are not in leaving their positions, ageless Boomer womens as unique and multifaceted controlling majority of purchasing power and work/life balance and diversity as instrumental to an organizations bright future.

It is time to revisit the fashionable attachment to 'blue-sky thinking,' in Imber's estimation: 'Asking people to go blue-sky with innovation is like playing darts without a dartboard: you simply don't know where to aim.' Rather than aimless and undisciplined blue-sky thinking, she asserts that creating and nurturing an innovation culture involves 'the need to set clear organization-wide goals to keep people's efforts focused and effective.' The Australian organization she leads, Inventium, calls these goals 'Innovation Missions.' Some of these missions can represent incremental improvement on your core business, while others are 'more breakthrough or disruptive.' [ABSTRACT FROM AUTHOR]

A review is presented for the online article "How Complexity Impacts R&D Portfolio Decisions and Technological Search Distance," by Raul O. Chao and Elena Loutskina, about research and development departments.

The article focuses on the concept of developing ideas in organizations. It offers information on Andy Boynton, the dean of the Carroll School of Management at Boston College who focuses on studying the ideas in organizations in Boston, Massachusetts. It states that managers and leaders should be aware of the creation of ideas. It offers information on different phases of creative development including, creative interest, preliminary ideas and project work. It states that an employee must pursue his own interest.

It offers information on the popularity of word-of-mouth marketing (WOM), with the development in media channels and social media in organizations. It mentions that the companies use their research to create campaigns. It states that managers and leaders should be aware of the relation of WOM with marketing. According to Jonah Berger, assistant professor, the moth factors are found in all product categories including, food, financial services and technology related to personal care. It mentions that accessibility help in improving WOM.