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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.
Dorie Clark: “Reinventing You: Define Your Brand, Imagine Your Future”
A step-by-step guide to reinventing you – Whether you want to advance faster at your present company, change jobs, or make the jump to a new field entirely, the goal is clear: to build a career that thrives on your unique passions and talents. But to achieve this in today’s competitive job market, it’s almost certain that at some point you’ll need to reinvent yourself professionally. Consider this book your road map for the next phase of your career journey.
In Reinventing You, branding expert Dorie Clark provides a step-by-step guide to help you assess your unique strengths, develop a compelling personal brand, and ensure that others recognize the powerful contribution you can make.
Mixing personal stories with engaging interviews and examples from well-known personalities—Mark Zuckerberg, Al Gore, Tim Ferriss, Seth Godin, and others—Reinventing You shows how to think big about your professional goals, take control of your career, build a reputation that opens doors for you, and finally live the life you want.
About the Author: Dorie Clark, a former presidential campaign spokeswoman, is the author of the newly-released Harvard Business Review Publishing book Reinventing You: Define Your Brand, Imagine Your Future. She is a frequent contributor to the Harvard Business Review, Forbes, and the American Management Association’s publications. She is also a columnist for Mint, India’s second-largest business newspaper. She is a consultant and is an adjunct professor of business administration at Duke University’s Fuqua School of Business.
Her work has been published in the Harvard Business Review Guide to Getting the Right Job and the Harvard Business Review Guide to Networking. Recognized as a “branding expert” by the Associated Press, Clark has taught marketing and communications at Emerson College, Tufts University, Suffolk University, Smith College Executive Education, the University of North Carolina’s Kenan-Flagler School of Business, and HEC-Paris, which is ranked #2 worldwide in executive education by the Financial Times.
At age 18, Clark graduated Phi Beta Kappa from Smith College, and two years later received a Master of Theological Studies from Harvard Divinity School.
Part 1: Daniel Isenberg On The Value Of Contrarian Entrepreneurs
Babson Global professor and author of ‘Worthless, Impossible, and Stupid’ discusses super chickens, mud-runs, and innovative education models in Part 1 of a 2 part conversation with Steve Forbes.
Part 2: Behind Every Great Entrepreneur Is A Great Entrepreneur
Daniel Isenberg, author of “Worthless, Impossible, and Stupid,” talks to Steve Forbes about entrepreneurial failures, successful micro-enterprises in Rwanda, and why startups must think globally in order to truly endure. Part 2 of 2.
George Zalucki – Formation Leadership
George Zalucki – Formation Leadership
Be a Better Leader, Have a Richer Life. Stewart Friedman.
Published on Jan 31, 2013
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Stewart D. Friedman is the Practice Professor of Management at the University of Pennsylvania’s Wharton School in Philadelphia. He is the founding director of Wharton’s Leadership Program and of its Work/Life Integration Project, and the former head of Ford Motor’s Leadership Development Center. Video by Harvard Business Review.
Pankaj Ghemawat: Actually, the world isn’t flat
It may seem that we’re living in a borderless world where ideas, goods and people flow freely from nation to nation. We’re not even close, says Pankaj Ghemawat. With great data (and an eye-opening survey), he argues that there’s a delta between perception and reality in a world that’s maybe not so hyperconnected after all.
Our world is not flat, says ecnomist Pankaj Ghemawat — it’s at best semi-globalized, with limited interactions between countries and economies.
Why you should listen to him:
There seem to be two leading views of globalization: either that it is done and the world is flat (a view popularized by Tom Friedman) or that it has led to a world dominated by corporations (Naomi Klein). Pankaj Ghemawat disagrees with both — and his case, backed by data, can be convincing. His most recent book, World 3.0, based on extensive research and backed up with abundant data, explores the true face of globalization–and shows that the world is not one vast market, but many small, interconnected, discrete entities, with varying degrees of openness to one another. That even the most open economies are still relatively closed. That we live in a world of semi-globalization at best. Ghemawat also refutes the assumption that globalization leads to homogeneization. According to The Economist, World 3.0 “should be read by anyone who wants to understand the most important economic development of our time.”
Ghemawat is a professor of strategic management at IESE Business School in Spain. In his latest work, he explores another kind of networked economy–the cross-border “geography” of Facebook and Twitter followers.
“He refutes the idea that there is a single global economy…Instead, he argues, on the basis of various economic measures and indicators, nations are much more disconnected than we imagine. Regional differences exist and matter.” Harvard Business Review‘s “Thinkers50,” 2011
“Billions of Entrepreneurs: How China and India are Reshaping Their Futures and Yours”
Removing half a billion people from poverty and into the productive workforce will profoundly affect on the world economy. India and China are doing just that with insane growth rates and lots of what used to be American jobs: China is the factory floor and India the back-office, software shop. China is top-down party driven. India is a messy, vibrant democracy.
This may be the complementary duo that changes the world. Including your world.
Come hear Professor Tarun Khanna in a discussion about his book, Billions of Entrepreneurs: How China and India are Reshaping Their Futures and Yours. Called well worth reading by The Economist and entertaining by the Financial Times, Khanna’s book shows how Chinese and Indian entrepreneurs are creating change through new business models.
Speaker: Tarun Khanna
Tarun Khanna is the Jorge Paulo Lemann Professor at the Harvard Business School, where he has studied and worked with multinational and indigenous companies and investors in emerging markets worldwide. He joined the faculty in 1993, after obtaining an engineering degree from Princeton University (1988) and a Ph.D. from Harvard (1993), and an interim stint on Wall Street. During this time, he has served as the head of several courses on strategy and international business targeted to MBA students and senior executives at Harvard.
His new book, Billions of Entrepreneurs: How China and India are Reshaping Their Futures and Yours, was published in February 2008 by Harvard Business School Press (Penguin in South Asia), with translations into several languages underway. It focuses on the drivers of entrepreneurship in China and India and builds on over a decade of work with companies, investors and non-profits in developing countries worldwide.
His scholarly work has been published in a range of economics and management journals, several of which he also serves in an editorial capacity. Articles in the Harvard Business Review (e.g. China + India: The Power of Two, 2007; Emerging Giants: Building World Class Companies in Emerging Markets, 2006) and Foreign Policy (e.g. Can India Overtake China?, 2003) distill the implications of this research for practicing managers. His work is frequently featured in global news magazines as well as on TV and radio.
He serves on the boards and advisory boards of several companies in the financial services, automotive, life sciences and agribusiness sectors. He actively invests in and mentors startups in Asia, and volunteers time with non-profits in India, e.g. the Parliamentary Research Services in New Delhi, which seeks to provide non-partisan research input to Indias Members of Parliament in advance of legislative sessions with a view to enhancing the quality of democratic discourse.
In 2007, he was nominated to be a Young Global Leader (under 40) by the World Economic Forum.
He makes his home in Newton, MA, with his wife, daughter and son.
As a psychologist, gerontologist, documentary filmmaker, entrepreneur and best-selling author of over a dozen books on aging-related issues, Dr. Ken Dychtwald has been exploring the implications of the longer age expectations for the boomer generation and beyond.
Over the past 35+ years, Ken Dychtwald has emerged as North America’s foremost visionary and original thinker regarding the lifestyle, marketing, healthcare and workforce implications of the age wave. He is the best-selling author of Bodymind, Age Wave: The Challenges and Opportunities of an Aging Society, Age Power, The Power Years: A User’s Guide to the Rest of Your Life, Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent and a children’s book, Gideon’s Dream: A Tale of New Beginnings. His book With Purpose: Going From Success to Significance in Work and Life has also been released in paperback as A New Purpose: Redefining Money, Family, Work, Retirement and Success.
In 2007, Ken Dychtwald had his debut as a documentary filmmaker and host with the highly rated/acclaimed PBS special The Boomer Century. His PBS special With Purpose aired nationwide in 2009 to coincide with the book release.
Ken Dychtwald has served as a fellow of the World Economic Forum and he is the recipient of the distinguished American Society on Aging Award for “outstanding national leadership in the field of aging.” American Demographics Magazine honored him as the “single most influential marketer to baby boomers over the past quarter century.” His article in The Harvard Business Review, entitled It’s Time to Retire Retirement, was awarded the prestigious McKinsey Award, tying for first place with the legendary Peter Drucker.
During his career, Dr. Dychtwald has addressed more than two million people worldwide in his speeches to corporate, association, social service, and government groups. His strikingly accurate predictions and innovative ideas are regularly featured in leading print and electronic media worldwide, including: The New York Times, The Wall Street Journal, USA Today, The Financial Times, Fortune, Time, Newsweek, Business Week, Inc., U.S. News and World Report, The Economist, HK Daily News, South China Morning Post, The Standard, The Straits Times, 60 Minutes, Good Morning America, ABC World News Tonight, the Today Show, PBS, NPRandBBC.
More About Speaker, Dr. Ken Dychtwald . . .
In 1986, Ken Dychtwald became the founding President and CEO of a firm created to guide Fortune 500 companies and government groups in product/service development for boomers and mature adults. His client list has included more than half of the Fortune 500. Dr. Dychtwald’s explorations and innovative solutions have fertilized and catalyzed a broad spectrum of industry sectors—from vitamins and cookies to automotive design and retail merchandising to mutual funds and health insurance.
Through his highly acclaimed presentations, his breakthrough research and consulting initiatives, and his leadership within both the social science and business communities, Ken Dychtwald has dedicated his life to battling ageist stereotypes while promoting a new, vital and meaningful role for life’s second half.
Jerry Porrass research interests are the characteristics of visionary companies in both the United States and Europe; the dynamics of planned organizational change process; organizational vision and its influence on the long-term behavior organizations; and leadership.
Jerry I. Porras is the Lane Professor of Organizational Behavior, Emeritus. He received his BSEE from Texas Western College, his MBA from Cornell University, and his PhD from the University of California, Los Angeles. Among the honors he has received are the Brilliante Award from the National Society of Hispanic MBAs, the Silver Apple Award from the Stanford Business School Alumni Association, and the Kanter Medal from the Pacific Graduate School of Psychology. He joined the Stanford faculty in 1972.
Professor Porras is author of Stream Analysis: A Powerful Way to Diagnose and Manage Organizational Change (Addison-Wesley, 1987); co-developer of the Stream Analysis Software Package (1999); and coauthor of Built to Last: Successful Habits of Visionary Companies (Harper Business, 1994) and Building Your Companys Vision, Harvard Business Review (1996). He has served on several editorial boards including the Journal of Organizational Change Management, Journal of Applied Behavioral Science, Academy of Management Journal, and Academy of Management Review.
“This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies.” So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies — they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 — and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day — as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: “What makes the truly exceptional companies different from other companies?”
What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world’s best commercial aircraft company — what did Boeing have that McDonnell Douglas lacked?
By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.