{"title":"FROM THE EDITORS","authors":"","doi":"10.1002/ltl.20812","DOIUrl":"https://doi.org/10.1002/ltl.20812","url":null,"abstract":"","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"2-3"},"PeriodicalIF":0.0,"publicationDate":"2024-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141326662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"UPHOLDING THE LEADERSHIP LESSONS OF THE LITTLE ROCK NINE","authors":"Sarah McArthur","doi":"10.1002/ltl.20829","DOIUrl":"10.1002/ltl.20829","url":null,"abstract":"<p>The author, Leader to Leader’s editor-in-chief, reflects on how her father was a member of the 327th Infantry Regiment of the 101st Airborne Division of the United States Army, and as such had an important role in US history. She notes that in 1957, “President Dwight D. Eisenhower issued Executive Order 10730 sending my father’s regiment to Central High School in Little Rock, Arkansas to maintain order as the school was desegregated.” This Executive Order “placed the Arkansas National Guard under federal authority and sent 1,000 US Army troops to Little Rock to enforce the US Supreme Court’s 1954 ruling in Brown v. the Board of Education that US State laws establishing segregation in public schools are unconstitutional, even if the segregated schools are otherwise equal in quality.” She relates that her father “ … remembers feeling the volatility of the situation that did not ignite, he believes, because of the discipline and presence of the 101st.” These thoughts resonated with her as she later interviewed the retired Army General Dennis J. Reimer, who in the 1990s was Chief of Staff of the United States Army, for her forthcoming documentary about our journal’s founder, Frances Hesselbein.</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"4-6"},"PeriodicalIF":0.0,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140983932","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A POLICY ENTREPRENEUR’S EIGHT-STEP GUIDE TO TURN IDEAS TO IMPACT","authors":"Michael Sheldrick","doi":"10.1002/ltl.20816","DOIUrl":"10.1002/ltl.20816","url":null,"abstract":"<p>Sheldrick, the co-founder of Global Citizen, writes about “how to bring about meaningful change in today’s divided world.” He discusses the concept of the policy entrepreneur, which he says is “a term coined by political scientist John Kingdon.” Sheldrick’s eight steps of policy entrepreneurship are, in his words, (1) Know your policy goal (2) Know which stakeholders matter and how to influence them (3) Mastering the art of timing (4) Mastering the art of storytelling (5) Embrace pragmatic idealism (6) Leveraging your partners’ strengths (7) Know your endgame (8) Communicate stories of success. Within step one: “A well-defined policy goal is a linchpin that turns good intentions, such as halting illegal deforestation or curbing the spread of infectious diseases, into impactful change.” In step two: “To drive effective change, you must go where those in power meet.” In step three: “Effective policy entrepreneurs identify the opportune moment to advocate for their policy goal and proactively explore ways to expand its acceptability.” In step four: “To craft a memorable story, emphasize the “why” to build trust and provide practical solutions—the “how” —for a chaotic world.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"25-31"},"PeriodicalIF":0.0,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141000297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"MAKE IT SAFE TO BE DIFFERENT—BUT DON’T STOP THERE","authors":"Frances Frei, Anne Morriss","doi":"10.1002/ltl.20825","DOIUrl":"10.1002/ltl.20825","url":null,"abstract":"<p>Frances Frei is a professor at Harvard Business School, and was also Uber’s first Senior Vice President of Leadership and Strategy. Anne Morriss is the founder of the Leadership Consortium, which she describes as “a first-of-its-kind leadership accelerator that works to help emerging leaders thrive.” They write about the many nuances of how employees feel safe (or otherwise) in the workplace. They include information about how inclusion is impacted by safety, partly with the use of what they call the Inclusion Dial. They write that their colleague “Tina Opie, a management professor at Babson College, challenges us in her own scholarship, it’s our collective and individual responsibility—and <i>opportunity—</i>to be great allies and partners to our teammates with different experiences of safety, and we must bring grace, humility, and urgency to the task.” They also cite their Harvard Business School colleague Amy Edmondson, and her groundbreaking work on psychological safety. Frei and Morriss write that “an organization that celebrates uniqueness assumes that difference is a source of creativity, innovation, and strength. It is not just something to watch out for as it may get in the way of some people’s contribution.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"80-86"},"PeriodicalIF":0.0,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141005350","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"AWARENESS: A TOOL FOR BURNOUT IMMUNITY","authors":"Kandi Wiens","doi":"10.1002/ltl.20827","DOIUrl":"10.1002/ltl.20827","url":null,"abstract":"<p>The author is a senior fellow at the University of Pennsylvania Graduate School of Education, a well-known researcher and speaker on burnout, emotional intelligence, and resilience; and developer of the Burnout Quiz. The article discusses burnout in the context of awareness and self-awareness, based on her research. She contends that “leaders who display <i>social awareness</i>—the ability to accurately understand the impact of our emotions, thoughts, and behaviors on others, and to understand and share the feelings of others—are better at decision-making, coaching and engaging their teams, and communication and collaboration.” However, “when leaders are burned out, it’s never just an individual problem. Entire teams and even organizations can suffer when leaders lose motivation and energy, struggle with their ability to influence people, make poorer (and often slower) decisions, and spread an attitude of cynicism throughout organizations.” She discusses what she terms “core burnout immunity awareness skills.” These are, in her words, Awareness of what triggers your workplace stress; Awareness of what increases your sensitivity to stress; Awareness of your tipping point between good stress and bad stress; and Awareness of your burnout risk level.</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"92-97"},"PeriodicalIF":0.0,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20827","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141004998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A BETTER LEADERSHIP COMPASS","authors":"Mary Crossan, Corey Crossan, Bill Furlong","doi":"10.1002/ltl.20814","DOIUrl":"10.1002/ltl.20814","url":null,"abstract":"<p>Mary Crossan is a Distinguished University Professor and Professor of Strategic Leadership at the Ivey Business School, Western University. Corey Crossan is a research and teaching fellow at The University of Oxford with The Oxford Character Project. Bill Furlong is an executive in residence at the Ivey Business School, and a co-founder with Mary Crossan of Leader Character Associates Inc. In this article, “the story we tell is about a paradigm shift to elevate character alongside competence in our work and our lives as a foundation for transformation.” Their Figure 1, the Leader Character Framework, depicts judgment in the middle, while radiating out are the terms (with brief explanations), transcendence, drive, collaboration, humanity, humility, integrity, temperance, justice, accountability, and courage. These terms are further delineated in the extensive Virtues and Vices Index Table 1. They also present a variety of character-related questions, which in their words include: Are we operating at the highest level of understanding how character influences our well-being and sustained excellence? Do we believe we can change? Does our lifestyle enable us to change our character? Do your peers enable or undermine your character? Do the cultural norms of your organization and society enable or undermine your character?</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"13-18"},"PeriodicalIF":0.0,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/ltl.20814","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141003235","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"THE DISCIPLINE OF VISIONING FOR LEADERS","authors":"Michael D. Watkins","doi":"10.1002/ltl.20826","DOIUrl":"10.1002/ltl.20826","url":null,"abstract":"<p>The author is professor of leadership at the IMD Business School and a cofounder of Genesis Advisers, and particularly known for his classic book <i>The First 90 Days</i>. He discusses vision and visioning in the context of leadership and business: “The discipline of visioning is about building bridges between possible futures and current realities.” He cautions that a vision is not a mission, or strategy, and it is “not a set of core objectives.” He makes further distinctions: “Purpose is about defining why your organization exists. Vision is about identifying an inspiring future destination or achievement.” He writes that a “compelling vision helps employees understand how their work contributes to the enterprise’s success and furthers its mission and purpose.” He advocates moving from a personal vision to a shared vision: “Can you imagine a clear, desirable future state to which you want to lead your business?” He advocates and describes various techniques, including, in his words, backcasting, powerful simplification, the architect’s exercise, and the vision workshop. “Visioning in leadership,” he concludes, “involves developing and communicating the vision through powerful simplification and storytelling that align the organization’s strategies, policies and actions with the vision.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"87-91"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141009591","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"LEADING STRATEGY EXECUTION","authors":"Scott K. Edinger","doi":"10.1002/ltl.20824","DOIUrl":"10.1002/ltl.20824","url":null,"abstract":"<p>The author, who is recognized as an expert in the intersection of leadership, strategy, and sales, contends that “if leaders are going to successfully drive the execution of their organization’s strategy, they need to strike the right balance of defining the work to be done and providing the boundaries for how it will be done.” He notes that for “leading strategy execution, I employ a model called magnets and milestones, a simple metaphorical model that offers a bridge from the strategy developed by leaders over to the execution required to realize the plan.” He explains that “the first level of magnets is what many of my clients call strategic initiatives, a kind of super project that is designed to address the needs identified in their organization’s strategy.” And within milestones, “too often, metrics become a substitute for strategy. But metrics are not milestones. They don’t help to make course corrections, allocate resources, or support decision-making. Milestones do.” He concludes that the framework “allows you to rapidly spot issues with implementation that you need to be aware of and address. More importantly, magnets and milestones are not a substitute for strategy. They are an extension of it.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"75-79"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141008470","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"HOW EFFECTIVE THINKING HABITS HELP LEADERS TO BE MORE EFFECTIVE","authors":"Sandy Seeber-Quayle","doi":"10.1002/ltl.20821","DOIUrl":"10.1002/ltl.20821","url":null,"abstract":"<p>Seeber-Quayle, who has a wide-ranging background as an organizational coach and an insurance professional, writes that to achieve behavior change, we need “a way that helps us interrupt our automatic thinking and form effective thinking habits.” All of this is happening in our VUCA (volatility, uncertainty, complexity, and ambiguity) world, which has already become more of what futurist Jamais Cascio describes as a BANI world—brittle, anxious, non-linear, and incomprehensible. One strategy to cultivate such effective thinking habits is the KUBA Pilot Strategy. It is a “systematic approach to directing our thinking through four key checkpoints: Know Yourself, Understand Others, Build Connections, and Align Decisions.” The figure describes these four as in her words: (1) My why. My what. My Needs. (2) Their why. Their what. Their needs. (3) Connecting people. Connecting details. Common denominators. (4) Big picture. Consequences. Long-term strategy. Seeber-Quayle says that “by regularly using the checkpoints of the KUBA Pilot Strategy when solving problems or working towards objectives, the brain eventually forms new pathways.” She concludes that “the development of effective thinking habits strengthens self-confidence, helps grow emotional intelligence, and cultivates critical thinking.”</p>","PeriodicalId":100872,"journal":{"name":"Leader to Leader","volume":"2024 113","pages":"58-63"},"PeriodicalIF":0.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141010363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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