Summary of “IDEO CEO Tim Brown believes that creativity will be the solution to automation”

Novogratz is one of the best examples I know of a creative leader who puts radically new ideas into action.
Creativity isn’t solely the domain of traditional artistic fields.
Just as technology now impacts every area of our lives, not just the computer-powered parts, creativity often involves abstract thinking that connects disparate parts of our experience to address the challenges at hand.
Drawing parallels to past opportunities allows us to extrapolate a solution in the absence of more compelling data.
As it’s one of the few things that automation will struggle to wrestle from us, creativity is going to be vital to survival in the future.
As the pace of innovation speeds up, disrupting entire industries, we must hold dear what is uniquely ours: The ability to understand human behavior and creatively solve for human needs.
Creative leadership doesn’t require being a lone genius: It requires setting some design constraints for how you work, and flexing a few basic behavioral muscles that you already have.
Think about the way an athlete trains to stay fit: As a creative person, if I don’t train every day, I won’t be effective.

The orginal article.

Summary of “Want to Hear a Great Leader In Action? They Will Often Say These 3 Things”

Being a leader in people-centric work cultures differs drastically from managers in toxic workplaces who bark out demands and use century-old tactics like fear and negative reinforcement to motivate.
Truly effective leaders get their people from the neck up through influence – the positive actions that connect them with the people they lead. But for many of us, when we end up telling stories to our kids and grandkids about the leaders who made a difference in our lives, we remember the words they spoke.
You may think a leader speaks with charisma and bravado.
Here’s what you’ll hear from the most effective and humble leaders.
Great leaders put their ego aside, because admitting to being human and making mistakes actually increases trust.
By acknowledging someone else’s effort for going above and beyond, a leader makes that person look good by shining the spotlight on their individual contributions, which he or she deserves.
Bad leaders will use this phrase to instill fear in workers and establish positional authority, which is contrary to what great leaders do.
On the flip side, great leaders are absolutely confident in their people’s abilities; they have an internal faith mechanism that will explore every avenue, solicit every opinion and input, and ask the question, “How can we, as a team, make this happen?”.

The orginal article.

Summary of “With Xi’s Power Grab, China Joins New Era of Strongmen”

Almost no one would have described China as genuinely democratic before the latest move, which was announced without fanfare on Sunday; the country remains a one-party state with extensive control over political, social and economic life.
Mr. Xi’s gambit ended a period of collective and term-limited leadership begun by Jiang Zemin, who held the same post as Mr. Xi from 1993 to 2003, that many had hoped was leading China toward greater rule of law and openness.
Whatever the chaos of Boris N. Yeltsin’s era in 1990s, democracy was taking root when Mr. Putin came to power – in a relatively free and fair election, no less.
President Trump’s critics say that while he may not yet have eroded democracy in the United States, his populist appeals and nativist policies, his palpable aversion to the media and traditional checks on power, and his stated admiration for some of the strongest of strongmen are cut from the same cloth.
Mr. Putin has long cited such flaws to shore up his power at home; the campaign to interfere in the 2016 presidential election in the United States seemed intended, in the first place, to discredit American democracy still more.
The “Contagion” of 1989, which saw popular protesters bring down Communist governments in Central and Eastern Europe, infected China, too.
Mr. Xi, as a result, believes that only stability can ensure his vision of China’s revival and emergence as the world’s power.
In last fall’s Communist Party congress, Mr. Xi even presented China as a new model for the developing world – a thinly veiled argument that the United States and Europe were no longer as attractive as they once were.

The orginal article.

Summary of “but Are Oblivious to Their Weaknesses”

Yet what we see when we administer 360-degree feedback surveys on behalf of these leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws.
Let us explain what we mean by a “Fatal flaw.” Everyone has weaknesses, but over the course of administering assessments to tens of thousands of leaders, we have found that most of the time that mild weaknesses do not impact a person’s overall effectiveness.
These are weaknesses that are so extreme that they can have a dramatic negative effect on a leader, seriously hampering their contribution to the organization and their career progress.
Why are weaknesses and fatal flaws so hard for us to spot in ourselves? Here’s our theory.
Weaknesses – especially fatal flaws – are the opposite.
Fatal flaws are “Sins of omission.” They’re a result of inaction, of the leader not doing something.
We occasionally do find leaders whose fatal flaws are “Sins of commission” – like a boss with a terrible temper, or an executive who lies – but those people are very rare.
If roughly one-third of leaders have a fatal flaw and you are sitting in a management meeting, look to your right and then to your left.

The orginal article.

Summary of “5 traits all emotionally intelligent leaders share”

Empathy, self-awareness and authenticity are just some of the traits that make certain leaders stand out.
Some of the most revered leaders in business today share common traits that attract great staff and inspire the best work.
If you aspire to be a better leader, you would do well to work on your emotional intelligence quotient.
Great leaders are able to look at issues from many different perspectives and to consider the effects from other points of view.
Great leaders can be positive in the face of difficulty and still be very much in touch with the situation.
Great leaders know that getting to know their team members – professionally and personally – and caring about them and their careers will mean that everyone works better together in the long run.
How to practice: Your integrity is paramount to your reputation as a leader, so only say what you mean and don’t make promises you can’t keep.
Every chance to work on your skills will make you a better leader, no matter the location.

The orginal article.

Summary of “How You Promote People Can Make or Break Company Culture”

We surveyed over 400,000 U.S. workers in the past year and found that when people believe promotions are managed effectively, they’re more than twice as likely to give extra effort at work and to plan a long-term future with their company.
A solid promotions process allows leaders to elevate each employee to their full potential – while showing the company what type of results and behaviors are valued.
If promotions aren’t managed well, one person’s success can foster feelings of resentment in others, and the career aspirations of employees across the company can be left unrealized.
Setting the stage for effective promotions starts with defining each team member’s long-term aspirations, so you both know how they will contribute as the business grows – and how you can best support them.
A common complaint employees have about their company’s promotions practice is a sense that by the time the job is posted, “The fix is already in.” Regardless of how transparent the opportunity is, they believe there is already a preferred candidate who will get the position.
Rather than rehash criteria from the job description, share inspiring stories and examples of how the individual consistently met the criteria, and also, how their promotion benefits the broader team.
He went on to share how he routinely anchors promotions announcements with recognition of people on the team who strengthened the business’ ability invest in a new role.
By systematically empowering leaders at every level to use these principles within their teams, results will be remarkable as more people across the company re-connect with their aspirations, feel a sense of sponsorship, extend trust to leaders when promotions decisions are made, and get excited about what’s possible as a valued member of a winning team.

The orginal article.

Summary of “The 4 Kinds of Leaders Who Create the Future”

Alan Kay, the educator and computer designer, famously declared, “The best way to predict the future is to invent it.” But what does it take to invent the future in such a turbulent and uncertain world? How do successful organizations build on their history, even as they craft a new point of view about what comes next? How do established brands stay true to their original promise, while also making themselves relevant to new customers with different values and preferences? How can accomplished executives be sure that all they know – their hard-earned wisdom and expertise – doesn’t limit what they can imagine?
His favorite question to colleagues, a test of their zeal for learning, is, “When’s the last time you did something for the first time?” Leaders who are fit for the future are determined keep learning as fast as the world is changing.
All too often, senior leaders allow what they know to limit what they can imagine That’s a big problem: You can’t invent the future if you cling to out-of-date ideas, even if they’ve worked in the past.
“Too often,” she warns, “Pride in your most recent idea becomes a barrier to seeing your next idea.” Leaders who are fit for the future understand when it’s time to disrupt themselves.
John Gardner, the legendary scholar of organizational life, argues that great leaders exude “Tough-minded optimism.” The future, he says, “Is not shaped by people who don’t really believe in the future. It is created by highly motivated people, by enthusiasts, by men and women who want something very much or believe very much.”
You can’t invent a prosperous future for your company unless you are excited about what the future holds.
That’s why leaders who are fit for the future are support lots of ideas, knowing that most of them won’t deliver as planned, to discover the few that will deliver bigger than anyone imagined.
“And if they’re experiments, you don’t know ahead of time if they’re going to work.” Leaders who are fit for the future understand that there is no success without setbacks, no progress without pitfalls.

The orginal article.

Summary of “Executives Fail to Execute Strategy Because They’re Too Internally Focused”

Here are four of the most common signs that an executive is likely to fail when attempting to bring the organization’s strategy to life.
One study reports that 70% of leaders spend on average one day a month reviewing strategy and 85% of leadership teams spend less than an hour per month discussing strategy.
Too many executives fail to learn the basic competitive and financial context of their own organizations prior to assuming senior-level jobs.
By contrast, in companies that successfully execute strategy, 76% limit the number of strategic initiatives they focus on and 64% actually build their budgets around their strategy.
Great executives become organization architects, taking a systemic look at capabilities – processes, governance, culture, competencies, technologies – and build them into the organizational machine expressly designed for a particular strategy.
He knew the only way to successfully execute the bold strategy was to overhaul and align the organizational design.
While some executives thrive on the challenges inherent in the trailblazing work of strategy, many simply collapse under the emotional toll it takes.
The work required to effectively craft and execute a company strategy is extraordinarily difficult.

The orginal article.

Summary of “How to Give Feedback People Can Actually Use”

Over the last decade, I’ve conducted thousands of 360-degree feedback interviews with the colleagues of the leaders I coach.
How do you give feedback that helps someone learn and improve? This strategic developmental feedback requires careful thought and insightful construction.
Often, the feedback that people give me is based on the giver’s personal leadership beliefs or preferences, and yet the most useful feedback starts with an understanding of what the organization values.
When a feedback giver says “She has a great sense of humor,” what they are usually saying is “Her sense of humor matches mine so I enjoy it.” Strategic developmental feedback is based on the organization’s leadership competency mode, a shared understanding of what effective leadership looks like, or even a comparison of the leader in question with another leader in the organization who is universally thought of as effective.
Useful feedback should focus on what a leader is actually accomplishing.
Too often feedback is described with adjectives that interpret the leader’s behavior: She is self-centered.
Leaders tend to get the most feedback on a specific event – how they communicated in one meeting or responded to one email.
What is more helpful is feedback on patterns of behavior that leverage specific events as examples.

The orginal article.

Summary of “Xi Jinping and China’s New Era of Glory”

For five years, Mr. Xi has led a fierce campaign against corruption, which arguably was the biggest threat to the party’s long-term ability to rule.
Not all of this started with Mr. Xi. China’s military expansion – its two new aircraft carriers, for example – is backed by decades of patient modernization.
The shutting down of social media accounts also began before Mr. Xi took office, as did the creation of “Stability-maintenance” bureaus that have aided the crackdown.
Mr. Xi’s father was one of the founders of the People’s Republic, and Mr. Xi grew up in the privileged world of China’s red nobility.
Like Mr. Xi, for example, other leaders recognized that China’s naked capitalism left many people living unhappily in a spiritual vacuum.
Mr. Xi has embraced traditionalism like no leader since China’s last emperor abdicated in 1912.
Mr. Xi is not a Mao – the comparison has been made but is forced.
The idea of the 64-year-old Mr. Xi retiring quietly in five years seems remote.

The orginal article.