Sentences with phrase «leadership changed how»

Not exact matches

How does that change business leadership?

The course covers topics like how to lead organizational change, how to develop your leadership style, and how to make purpose a core part of your business strategy.

The book's purpose is twofold: to explain how notions of leadership have changed in recent decades (with flat organizations, a more democratic world and individual - empowering technology, leaders — surprise — are not as powerful as they used to be), and to expose the faults — and propose some fixes — for her own industry.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

«When I'm thinking about my leadership as a CEO, if trust is not my highest value, especially under the guise of all this amazing new technology and all the changes that it's bringing my customers or my consumers, then how am I leading?»

It asks us to change not just how we see Yahoo and Yahoo's leadership, but CEOs in general.

Often overlooked is the next generation to leadership, Generation X, which is leading the way in a time of great change with technology advancement, how jobs are automated and created, and how businesses are designed and transformed.

With complications in the bankruptcy and abrupt change in Tribune leadership, how might the Orange County bidding be newly impacted?

Whether your target audience is internal or external will impact how often you should «check in» on their needs (e.g., internal changes of leadership, or external shifts in consumer buying behaviors).

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethhow he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

Coursera spokesperson Arunav Sinha confirmed the company had «made a few changes to how we are organized including some leadership changes» at the CMO, CFO and GC positions.

How the Message of Diversity & Inclusion is Starting to Change the Conversation Learn how State Street Global Advisors «Fearless Girl» installation came to life and subsequent efforts to spotlight the need for greater gender diversity on boards and corporate leadershHow the Message of Diversity & Inclusion is Starting to Change the Conversation Learn how State Street Global Advisors «Fearless Girl» installation came to life and subsequent efforts to spotlight the need for greater gender diversity on boards and corporate leadershhow State Street Global Advisors «Fearless Girl» installation came to life and subsequent efforts to spotlight the need for greater gender diversity on boards and corporate leadership.

The real investment opportunity in Japan derives from a generational change in corporate leadership that is causing a revolutionary improvement in how companies are managed.

The team will advise the government on how best to strengthen its leadership on climate change.

The Province of British Columbia today appointed Merran Smith, executive director of Clean Energy Canada, to a new team charged with advising the government on how best to strengthen its leadership on climate change.

Author, neuropsychologist, and leadership expert Friederike Fabritius joins Leadership in Action hosts Mike Useem and Jeff Klein to discuss how neuroscience is profoundly changing the methods and practices that businesses will be using for leadership training and development.

Christy Clark, B.C. Liberal leadership candidate: «At the political level, they see how dumb this decision is, so I think there's an appetite to change it.»

In our leadership work we show our leaders how to transmit a precise type of leadership impact to meet different business outcomes by using various specific postures and facial expressions that prime your behaviors to achieve the particular business outcome, as well as signal to others how your behaviors will change outcomes.

Mass Audubon President Gary Clayton said the 2017 report, in suggesting how climate change may strongly impact the futures of many birds that breed in the Bay State, «represents another example of the conservation organization's leadership and commitment to species protection and biodiversity.

The decision to hold a referendum, changing how members can vote in leadership elections, the butterfly effect of political whim and political will.

The composition of the leadership of the ten authorities is unlikely to change quickly so how can the new Mayor ensure the inclusion of women and BME voices around the cabinet table?

Not to exceed normal skepticism, but does anybody see any change in how the state legislature operates under new leadership installed by what amounted to court order last year?

Daniel, how you have changed your tune since the leadership election!

This training also seeks to support the FOISECON in order to build their capacity to conduct free and credible elections at the local government levels and how well - implemented electoral process can bring about peaceful change of power and improve their leadership skills and take on board means for preventing or mitigating the escalation of electoral violence and conflict throughout the respective electoral cycle.

An outstanding question is how the seemingly inevitable leadership change will effect SUNY Poly's hundreds of millions in corporate research spending each year and multi-million-dollar research contracts, as well as projects pending across the state.

«He's clearly — by word and all the different signals he's sent — a supporter, but given the dynamics and how they're changing, that it's in the Assembly budget and the first word out of the Senate isn't «no»... this is a time for leadership and getting this done.

Ahmad was also quoted saying, «Basically, what we all want is a change in leadership, in the system, and in how we manage the Confederation.»

The reasons given for the change in leadership vary, as do opinions on how it will affect the board.

It is important for you to know that here in Albany, since that coup, everything has changed — the changing of the guard and new leadership comes into power — but the double standard of how people treat each other and deal with each other remains in place.

Alternatively, when women speak up with ideas on how to change the team for the better, they are not given any more respect than women who do not speak up at all, and thus are not seen as viable leadership options.»

A new study shows how the patterns of online communication change by implementing teacher leadership techniques, which opens possibilities for better online classroom design.

Successful reform efforts require leadership support, and they should address all aspects of the learning environment — from the curriculum and teaching, to how classrooms are configured, said James Collins, who is the Virginia M. Ullman Professor of Natural History and the Environment at Arizona State University: «You can't fix one point on the continuum and expect the continuum to change.»

International TEDx & keynote human performance and leadership speaker and coach, Jeanette Bronée, is changing the way we work by focusing on how we make health and wellness the foundation for creating sustainable success and why leadership self - care is the essential tool for achieving optimal performance and reach our human potential.

Apply for this three - day library leadership program where you will learn how to adapt and understand the role of libraries in an age of technological change.

Focus on explaining who Guru Nanak and why he is important to religious believers, explaining the key features of the life of Guru Nanak, and considers how Guru Nanak's leadership encouraged people to change.

because I realized that, in order for the kind of systemic change in teacher leadership that I was proposing to happen, we were going to need to create real change in how we develop our staff.

Program, which seems to be a model of how you generate people who've learned, in a way, leadership lessons [in places such as] in business school to drive change in education.

«We need to think about ways we can incentivise and change some of the leadership behaviours to enable a system brain — which is the CEOs who run the half a dozen MATs in a town or a city or a part of a region — to think about how they come together to look at the challenges that we need to resolve.

How could the district sustain a leadership change that would extend beyond current decision - makers?

But even with new district leadership in St. Louis, it is unlikely that students will see much change in the quality of instruction as the public school cartel gears up for its next political battle over who gets what, when, and how.

I learned mountains from Chris Cerf about leadership in general and, more specifically, how to bring about change as the whipping winds of politics (and worse) swirl around you.

Our core focus has been on how leadership activity is accomplished and how it links to instructional change.

To date, our work using the distributed perspective has demonstrated the ways that leaders co-construct leadership activity, how leadership practice connects and fails to connect with instructional change, why teachers heed or ignore the guidance of school leaders, and how leadership is practiced differently in different school subjects (e.g. mathematics versus language arts).

In contrast, many class sessions that ostensibly address managing for results focus on the more philosophical aspects of leadership, such as the one whose title asked, «How do we engage the moral and aesthetic imagination in the educational change process?»

To reflect these changes, NCTL leadership programmes have undergone an exciting transformation, not only in the way they are designed, but also how they are delivered.

These are people who care deeply about equity, diversity, and leadership in higher education, and I can't wait to see how they'll change the field in the coming years.

Its important for community leaders to see how the leadership role of the principal has changed [since they were in school] and how instructional delivery has changed to meet the needs of all students.»

The real question should be «What type of leadership do we need in this school to secure the best outcomes for young people and how do we change our structures to make this happen?»

During his keynote, Digital leadership: changing paradigms for changing times, the senior fellow from the International Center for Leadership in Education in the US shared his personal story of how as a high school principal, he was a «leader with a blindfold on».

At a time when Donald Trump has tempted the Republican party and conservatism towards an embrace of statism, strong central leadership, and bellicose certainty, charter schooling represents a textbook case of the opposite: how individual empowerment, an enlivened civil society, and a modest skepticism about complex, centralized solutions can change lives for the better.