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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.
Shawn Achor – “The Happiness Advantage: Linking Positive Brains to Performance”
Shawn Achor is the winner of over a dozen distinguished teaching awards at Harvard University, where he delivered lectures on positive psychology in the most popular class at Harvard.
His research and lectures on happiness and human potential have received attention in The New York Times, Boston Globe, The Wall Street Journal, as well as on NPR and CNN Radio, and he travels around the United States and Europe giving talks on positive psychology to Fortune 500 corporations, schools, and non-profit organizations.
Achor graduated magna cum laude from Harvard with a BA in English and Religion and earned a Masters degree from Harvard Divinity School in Christian and Buddhist ethics.
Now he is the CEO of Aspirant, a Cambridge-based consulting firm which researches positive outliers-people who are well above average-to understand where human potential, success and happiness intersect. Based on his research and 12 years of experience at Harvard, he clearly and humorously describes to organizations how to increase happiness and meaning, raise success rates and profitability, and create positive transformations that ripple into more successful cultures.
In Shawn’s presentation, he says that most modern research focuses on the average, but that “if we focus on the average, we will remain merely average.” He wants to study the positive outliers, and learn how not only to bring people up to the average, but to move the entire average up.
The Myth of Average: Todd Rose
High school dropout turned Harvard faculty talks about how a simple new way of thinking helps nurture individual potential.
L. Todd Rose is co-founder and president of Project Variability, an organization dedicated to providing leadership around the emerging new science of the individual and its implications for education, the workforce, and society. In addition, he is a faculty member at the Harvard Graduate School of Education, where he teaches Educational Neuroscience. Todd is also the author of Square Peg: My story and what it means for raising visionaries, innovators, and out-of-the-box thinkers.
Bill Gates Speech at Harvard University
Be inspired by Bill Gates – the most successful and the richest dropout in the world!
To Understand Depression, Understand Fun: Erika Forbes
Erika Forbes, PhD, is Associate Professor of Psychiatry and Psychology at the University of Pittsburgh and director of the Affective Neuroscience and Developmental Psychopathology Lab. She completed her AB at Harvard University and her PhD at the University of Pittsburgh. She is a clinical and developmental psychologist by training, and her work examines the neuroscience of mental health in young people. Specifically, she uses techniques such as functional magnetic resonance imaging to investigate how unusual brain function in response to rewarding or pleasant stimuli is involved in the development of depression and substance use in adolescents.
Economist: Jodi Beggs
Jodi Beggs is an economist and writer whose focus is on making economics accessible and interesting to a general audience. She aims to bring economics out of the traditional classroom and utilize technology in order to provide a more compelling learning experience. Jodi has taught economics at both the undergraduate and graduate level at various universities in the Boston area. During the 2004-2005 academic year, Jodi was awarded a Harvard University Certificate of Distinction in Teaching for her work as an instructor for Principles of Economics. Since then, she has taught introductory courses, advised a group of honors thesis writers, and even led an undergraduate tutorial entitled “Sex, Drugs, and Rock & Roll.” In addition to teaching, Jodi is a subject matter editor for an online learning company and writes about economics on her web site “Economists Do It With Models” and for various other publications. Jodi has an A.M. in Economics from Harvard University and is a Ph.D. candidate in Business Economics. In a previous life, she studied Computer Science and Mathematics at MIT, specializing in operations research. Jodi was a member of the Tau Beta Pi engineering honor society and wrote a graduate thesis entitled “Queueing Implications of New Security Procedures in Containerized
Michael Porter – Strategy
Professor Michael Porter of Harvard University’s School of Business discusses competitive strategy and the role it can play in solving the world’s challenges.
The Importance of Learning. Learning What Exactly?: Daniels Pavļuts
Daniels is a former secretary of state at the Ministry of Culture, has worked at various establishments as the board member and has served in several administrations. Held a private consultancy practice. In 2011 became the Minister of Economics in Valdis Dombrovskis government.
How Will You Measure Your Life? Clay Christensen
“It’s actually really important that you succeed at what you’re succeeding at, but that isn’t going to be the measure of your life.”
Too often, we measure success in life against the progress we make in our careers. But how can we ensure we’re not straying from our values as humans along the way? Clayton Christensen, Harvard Business School professor and world-renowned innovation guru, examines the daily decisions that define our lives and encourages all of us to think about what is truly important.
CSES Lecture Series: Why Nations Fail by James Robinson, Harvard University
Published on Jan 25, 2013
Why Nations Fail answers the question that has stumped the experts for centuries: Why are some nations rich and others poor, divided by wealth and poverty, health and sickness, food and famine? Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest-growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence? Daron Acemoglu and James Robinson conclusively show that it is man-made political and economic institutions that underlie economic success (or the lack of it).
John Seely Brown: Pursuing Passion to Increase Potential
I would rather hire a high-level World of Warcraft player than a NBA from Harvard. Why is a game, a massive multiplayer game that has maybe 12 million people or more playing it like the World of Warcraft so important at both the individual level and maybe at the corporate level?
To understand these massive multiplayer games like World of Warcraft, do not think about it as just game play, but look at the social life on the edge of the game.
On a typical night there will be approximately 15,000 new strategic ideas created about the world. If you want to compete that night or the next day, somehow you have to appropriate in your own play what 15,000 new ideas mean to you in order to go into the high-end raid.
Most of these high-end performance groups in World of Warcraft create guild; you have to have a guild to do anything because it’s fundamentally a collaborative game. These guilds will be sometimes 100, 200 people. Guess what? They don’t have a bonus structure to guide them to incent them. Only passion, only interest works. And what you have to have is find a way to turn this guild structure of several hundred people into knowledge refining groups.
So basically self-organizing to some extent, things start to happen particularly groups go off and say, “I’m going to study this, I’m going to study this, I’m going to try this idea out and by tonight I will have consolidated all this class of ideas about how this particular new magic potion might actually work to re-heal you faster, blah, blah, blah.”
So what we’ve done is we’ve turned this entire kind of social organization into an ideation structure and an idea refinement structure all as more or less self-organizing groups. Show me anything that happens in the corporate world that has 15,000 new strategic ideas. Possibly biotech does, but no world I know about in the corporate world. We think about ten new ideas already overloading us, 10,000 is unthinkable.
When we look in to the social structures and the knowledge capability, refining and generation capabilities of this guild structures, there is something going on here. Now, these are not just self-organizing groups. Basically every high-end guild has a constitution. The leaders of these guilds also have to do dispute adjudication all the time. They also have to be willing to say, “Let’s measure ourselves.”
These guilds are truly meritocracy based. So even if you were the leader of this particular high-end raid, at the end you do an after action review and the after action review each person is open to total criticism by everybody else. You can replay the whole thing because basically its all computer meditated so it can be captured.
But equally interesting to me is you can’t play in these complex worlds without building dashboards. And these are dashboards that are measuring you, are measuring your state of being. They also measure all the things happening around you. Now let’s step back a moment. Every corporate situation I’ve ever been in has dashboards. These dashboards are measurements that are superimposed on you by your manager. So we live in a world of measurement and basically said if it’s not measured it won’t get done. You’ve probably heard that before by many people you discuss. And isn’t it interesting that all those measurements are decided by your boss applied to you?
In World of Warcraft you invent a dashboard for yourself. So this whole idea of thinking about how do I build measurements to facilitate my own performance for me and me alone becomes very interesting. And in fact in the World of Warcraft there’s a simple mantra I encounter all the time. If I ain’t learning, it ain’t fun.
Now let’s think about re-designing the workscape for the 21st century. What does it mean to have each of us in a workscape define our own dashboard, our own source of measurements? Suppose we actually then built little groups whose sole job is to accelerate learning in our particular interest group inside the corporation. How do we start to completely turn the whole notion of what the workspace is about or the workscape I’m going to call it, about into something that becomes a talent accelerator for myself to pick up new ideas, to be able to learn faster with doing things with others and so on and so forth. These are the practices that you’ll pick up in World of Warcraft if you are in one of these high-performing guilds.
And so it is an amazing learning environment with powerful learning tools that I think we in the education world can learn a hell of a lot about and we in the management world can learn a lot about. But it gets back to this notion of passion, it gets back to this notion of curiosity and it gets back to this notion that this is an interest-driven phenomenon that unleashes exponential learning of a dimension that’s almost unimaginable any other way.
Human nature in 2013
What is cutting-edge research likely to reveal about our human nature in 2013? Steven Pinker, professor at Harvard University, gives his predictions in an interview with The Economist‘s Lane Greene at The Economist’s World in 2013 Festival on December 8th 2012.
Dr. Srini Pillay on EMPATHY and NEURO-MIRRORING
The brain is not a generator of consciousness but a transmitter of consciousness. We mirror not only actions but emotions as well. What we feel is what someone else is feeling. We are not always in possession of our own feelings.
To bring a change in your life you must bring a change in your brain!