Beyond Empowerment – Are We Ready for the Self-Managed organization?: Doug Kirkpatrick
Doug is a Northern California-based executive coach, organizational consultant, speaker, author and educator. He is the author of Beyond Empowerment: The Age of the Self-Managed Organization. An economics graduate of Pacific Lutheran University, he also holds a law degree from Willamette University College of Law and a Senior Professional in Human Resources designation (SPHR). He enjoys traveling to rough parts of the world and appreciates the perspective that he gains from it.
Tom Deans Understands Family Business Relationships
Lugen Family Office is proud to select Tom Deans as the LFO 2013 Speaker of the Year Award Winner! Congrats Tom and keep up the great work.
Dr. Thomas William Deans is the author of the all-time best-selling family business book, Every Family’s Business: 12 Common Sense Questions to Protect Your Wealth.
He now speaks on the international lecture circuit full time. Having delivered more than 500 speeches, he has built a reputation as a thought leader on the subject of intergenerational wealth transfer.
His lectures and books argue that family has emerged as the greatest economic driver of all time. But the question remains: How can wealth be transferred successfully without destroying the recipient and the wealth itself?
It is a question for the times, as the greatest generation of wealth creators move toward death in record numbers. Deans explores the idea that communication is crucial to the success of that transfer, and indeed to the success of individuals, families and communities.
The idea to write Willing Wisdom came from Tom watching his mother’s parents die. One death – his grandfather’s – was comparatively quick. His grandmother’s was a long and slow ten-year decline. Despite the significant wealth his grandparents left for family and charity, it is the conversations they shared that Tom thought about the most many years later.
In the end, when it came down to their last breaths, only the care provided by Tom’s parents, not money or even the promise of money, could purchase the dignified death each experienced.
Tom is not sure when he first became curious about why our culture has lost its inquisitiveness about death and dying, but he does know, having delivered his keynote speech on transitioning family wealth to tens of thousands of people around the world, that this trend is worsening.
We live in a culture that is in awe of wealth and all that it can provide. We also live in a culture that finds it difficult to talk about and contemplate death. The two are inextricably connected.
Tom starts conversations, but rarely does he finish them, leaving that to readers and their families, friends and trusted advisors.
Willing Wisdom represents a return to the subject of his doctoral research, conducted in the US, Canada and the UK and first published in Charities and Government by Manchester University Press.
Tom lives in a forest in the beautiful Hockley Valley in Ontario, Canada, with his wife, two children and five dogs.
John Mackey on Whole Foods, Conscious Capitalism, and Life Beyond the Profit Motive
“I think the critics of capitalism have got it in this very small box – that it’s all about money,” explains John Mackey, co-founder and co-CEO of Whole Foods. “And yet, I haven’t found it be that way. I’ve known hundreds of entrepreneurs and with very few exceptions most of them did not start their businesses primarily to make money.”
In “Conscious Capitalism: Liberating the Heroic Spirit of Business,” Mackey and his co-author, Raj Sisodia, make a case that businesses are at their best when reaching for a higher purpose that ranges far beyond any simplistic notions of the profit motive or self-interest.
Reason’s Nick Gillespie sat down with Mackey to discuss his new book, the success of Whole Foods, the growing burden of government on day-to-day life, and how the Austin-based entrepreneur came to appreciate what he calls “the heroic spirit of business.”
Lessons In Leadership – Episode 2 – Family Businesses
When it comes to family-run businesses, there’s a common saying that the first generation creates a business, the second builds it and the third squanders it away.
Is there any truth to that? Bloomberg TV India’s Mini Menon discusses how best family run businesses survive generations as she speaks to Professor John Davis, Senior Lecturer of Business Administration, Harvard Business School on Lessons In Leadership.
Harvard Business Review: #1 Key to Motivation
In a multi-year study, researchers at the Harvard Business School first asked 600 managers from dozens of different companies to rank the impact of five factors that are normally associated with motivation – recognition, incentives, support from managers and colleagues, clear goals and a sense of making progress. In this first phase of the study, recognition for good work was ranked by managers as the most important factor in motivation.
Truly human leadership: Bob Chapman
Robert Chapman is chairman and CEO of Barry-Wehmiller Companies, Inc., a $1.5 billion global manufacturer of capital equipment and provider of engineering consulting. Under Chapman’s leadership, Barry-Wehmiller has used strategic acquisitions and organic growth to achieve a 20% compound growth rate during the past 20 years. At the heart of its successful economic model, however, are more than 7000 outstanding team members worldwide. The company prides itself and is fiercely committed to building great people through its distinctive people-centric leadership initiatives and innovative learning institute, Barry-Wehmiller University.The 127-year-old company was named one of the Best Places to Work in St. Louis because of its programs in leadership and motivation.
The rarest commodity is leadership without ego: Bob Davids
Ivan Lansberg on “Ambidextrous Leadership”
Ivan Lansberg contends that effective leadership of a family enterprise requires a skill set which has not been adequately described in the business literature.
More specifically, he notes that leaders in a family enterprise are required to attend to the leadership needs of both the enterprise and the family. The enterprise needs the leader to lead, for example, the process of succession, while the family needs the leader to lead, for example, the nurturing and development of the next generation, the support of elderly parents, and the planning of family events. Most leaders are better at leading either the enterprise or the family, but few are naturally inclined in both areas. Lansberg calls for family enterprise leaders to become “ambidextrous leaders” — to build their skills in both arenas. This can allow the family enterprise to take advantage of the paradoxes of a family enterprise and turn these potentially confounding ambiguities into strategic advantages.
An Interview with Giuseppe Santoni of Santoni Footwear
Forbes Style Director Joseph DeAcetis interviews Guiseppe Santoni, CEO of Italian Luxury and Eco Friendly Footwear brand Santoni.
Brian Klapper: “The Q-Loop”
The business environment has never been more fast-paced and competitive. Survival, let alone success, depends on an organization’s ability to recognize possibilities, innovate, implement change, and sustain that transformation. Yet a paradox exists. How does an established organization filled with long-time employees, a deeply entrenched culture, and a history of drawn-out planning and development cycles become nimble, innovative, and responsive? In The Q-Loop Brian Klapper reveals the “art and science” of lasting transformation based on a proven, repeatable model. Learn how to unlock the potential of your organization’s collective intelligence to create buy-in from top to bottom. The Q-Loop extracts the deep knowledge that resides with front line employees, breaks down their inherent resistance to change, and converts them into passionate advocates who are fully invested in leading the organization to achieve transformational results.
About the Speaker: Brian is the President and Founding Partner of The Klapper Institute. He is an internationally recognized expert in transformational change, working with a variety of global companies in financial services, consumer products, manufacturing, food service, utilities, retail, and healthcare. His experience spans all elements of the value chain, as well as all customer touchpoints. A recognized thought leader, Brian is currently working on a new book that provides insights on the complex cultural and operational issues that companies must address to achieve and sustain transformational change.
Before founding The Klapper Institute, Brian was the President of The Tatham Group, a boutique process redesign firm. Previously, he was a Partner at Mercer Management Consulting (formerly Strategic Planning Associates, now Oliver Wyman) focusing on strategy development and operational transformation.