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Judy MacDonald Johnston: Prepare for a good end of life
Thinking about death is frightening, but planning ahead is practical and leaves more room for peace of mind in our final days. In a solemn, thoughtful talk, Judy MacDonald Johnston shares 5 practices for planning for a good end of life.
By day, Judy MacDonald develops children’s reading programs. By night, she helps others maintain their quality of life as they near death.
WHY YOU SHOULD LISTEN TO HER?
Judy MacDonald Johnston is the Publisher and Cofounder of Blue Lake Children’s Publishing, which develops educational reading tools for preschoolers through a program called the Tessy and Tab Reading Club. Johnston’s credo, “love words early,” and her focus on the earliest years of life, is an interesting foil for her other passion: Planning for end of life. Johnston’s side project, Good [End of] Life, deals not with happy babies decoding symbols, but with a much more morbid topic: Death. Good [End of] Life is a set of online worksheets and practices that aim to help deal with difficult questions — like who should speak for you if you cannot speak, and whether to fill out a do-not-resuscitate form — before it’s too late.
In the past 15 years alone Johnston has founded two other companies in addition to Blue Lake Children’s Publishing: PrintPaks, a children’s software company, and Kibu, a social networking site for teenage girls. Previously Johnston was a Worldwide Project Marketing Manager at Hewlett Packard.
“[Johnston]’s leveraged every single advantage she’s been given into creating a hundred times that for others, never holding tight to wisdom or resources, but investing them where they’ll do the most good next.” from 50-for-50
Mark Hurd, CEO, Hewlett-Packard – Haas School
Mark Hurd, CEO, President, and Chair of Hewlett-Packard, speaks as part of the Deans Speaker Series at the Haas School of Business, UC Berkeley. Since taking the helm of HP in early 2005, Hurd has sharpened the company’s focus on key growth opportunities, increasing revenue from $80 billion in fiscal year 2004 to $118.4 billion in fiscal 2008. (October 8, 2009)
The University of California Berkeley Haas School of Business is one of the world’s leading producers of new ideas and knowledge in all areas of business – which includes the distinction of having two of its faculty members receive the Nobel Prize in Economics over the past 15 years. The school offers six degree-granting programs. Its mission is to develop innovative business leaders – individuals who redefine how we do business by putting new ideas into action, and who do so responsibly. The school’s distinctive culture is defined by four key principles – question the status quo; confidence without attitude; students always; and, beyond yourself.
Former HP Boss Faced ‘Tough Choices‘
Carly Fiorina tells audience to be hands-on: If you don’t understand people, you cannot influence them.
For five and a half years, Carly Fiorina led Hewlett-Packard through major internal changes, the worst technology slump in decades, and the most controversial merger in high-tech history. Yet just as things were about to turn around, she was abruptly fired, making front-page news around the world.
Fiorina has been the subject of endless debate and speculation. But she has never spoken publicly about crucial details of her time at HP, about the mysterious circumstances of her firing, or about many other aspects of her landmark career. Until now.
In this extraordinarily candid memoir, she reveals the private person behind the public persona. She shares her triumphs and failures, her deepest fears and most painful confrontations. She shows us what it was like to be an ambitious young woman at stodgy old AT&T and then a fast- track executive during the spin-off of Lucent Technologies. Above all, she describes how she drove the transformation of legendary but deeply troubled HP, in the face of fierce opposition.
One of Fiorina’s big themes is that in the end business isn’t just about numbers; it’s about people. This book goes beyond the caricature of the “powerful woman executive” to show who she really is and what the rest of us “male or female, in business or not” can learn from the tough choices she made along the way.
What organization, founded in 1948 by a passionate entrepreneur and twelve loyal team members, grew to become one of the largest enterprises in the world? Today it has operations in over 100 countries, includes over 1 million team members, has raised and deployed billions of dollars in capital, and is one of the most recognized brands in history.
How did this nun with no formal business training create a global brand, become a powerful fund-raising and public relations magnet, and lead a worldwide organization through every phase of growth over the course of forty-seven years? What were her secrets?
When we shift our lens and view Mother Teresa from a leadership perspective, a wonderful success story emerges, one filled with inspiration, life lessons, and impact.
Ruma Bose spent time in Calcutta working as a volunteer with Mother Teresa and her Missionaries of Charity in 1992. Over time, she discovered that Mother Teresa’s success resulted from the careful application of eight simple and unexpected principles.
Through the pages of this book you will have the unique opportunity to learn these principles, share Bose’s experience with Mother Teresa, and discover how to apply Mother Teresa’s principles whether on a single project, throughout an organization, or in your life.
Modern, well-timed, and humane, Mother Teresa, CEO helps you discover how you don’t have to be a saint to be a great leader!