As the technology age moves us along, innovation has been heralded as one of the few growth spaces left, and the power of community, think social media, is the other.   Do they blend?   Does creativity have a place in how this can happen? Enter change.  It is important to keep change leadership and [...]

via 5min.com After the short ad in the video, meet Saras Saravathy, Associate Professor – Darden School of Business, University of Virginia.  She speaks on how to be successful in business, starting  with “entrepreneurship is teachable.” . She has also been featured on TEDxMidAtlantic. If you have the desire and intention, as well attention, it [...]

The findings cited are common. Consider the Talent Myth not as a myth but as a capacity FACT. Such views that you can be ANYTHING create an economy of self-help seminars, books, academies and plenty of revenue in leadership coaching. One label for this prevailing viewpoint is Blank Slate, a you-can-be-anything view given the proper attitude, support and practice. It is also a recipe for frustration and unhappiness, often limiting full effectiveness and success. Consider a different approach.

What is Strategic Agility? There’s ample evidence that, no matter how much analysis and planning is done, strategic planning is inherently flawed, quickly out of date, and rendered ineffective due to slow and incomplete execution. This post gives examples as well as an overview of three consultant perspectives highlighting principles of strategic agility and execution including tactical choices for competitive advantage.

Power, pride, status. How about integrity? Status can be a distraction, an illusion. This post features a list of the signs of organization leadership that form spine and integrity, as I’ve observed over the years, with live links to the top leadership blogs up for

I could wax forth on a recent faculty group’s success this month with SWOT analysis (see Tools.)  I could mention the success and angst of retreat design (see Tools, retreat process.)   Instead, here’s a somewhat sentimental blog post on the positive aspects of the pain of change, at times overwhelming, full of sighs, groans, [...]

Budget decisions define organizations, sometimes in new ways. Peter Drucker once stated, “Only three things happen naturally in organizations – friction, confusion and underperformance. Everything else requires leaderhip.” Questions that may arise during budget reductions are compared to the classic 7S structure model along with examples. Paul Harvey’s passing is also noted with a quote. –DN

Competency programs and models seem to be picking up speed in higher education – which may be connected with the impact of social media and the career development aspects of competencies.

“My current thinking on competency models is to consider them more as an ‘intermediate stage’ in the evolution (of capability building efforts) rather than as the final stage.” — Prasad Kurian’s blog post, and Alltop HR blog on HR, OD and Personal Effectiveness