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Medium 9781605098104

5 Creating Your Brand Platform: Dimensions and Ethos

McNally, David Berrett-Koehler Publishers ePub

You can be any brand you want to be!

Now that we have your attention, let us explain. The possibilities for your brand begin with your values, guided by your purpose, your vision, and your commitment to making a difference for others. Visions and intentions become a reality through well-executed tactical plans. The same is true for building a strong personal brand. You have to develop and manage a plan for your personal brand. At the core of your personal brand plan is your personal brand platform. This chapter will provide you with a pragmatic, simple, and proven framework to define your personal brand platform. After you have defined your platform—steeped in your values—your brand possibilities are unlimited.

A personal brand platform contains three key elements: a set of personal brand dimensions, a personal brand ethos, and a personal brand promise.

Personal Brand Dimensions: the combination of roles, standards, and style that defines the unique aspects of your personal brand. In this chapter, we’re going to show you how to use the model we gave you in chapter 3 to identify and chart the key components of your brand.

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Medium 9781576753774

Chapter 4: The Trust of Capability: Competence Trust

Reina, Dennis S. Berrett-Koehler Publishers ePub

“Why doesn’t she just let me do my job!” Joyce said in utter frustration. “It seems like every day, the boss is looking over my shoulder, telling me how to do my job. Why did she hire me in the first place, if she isn’t going to use my expertise? Doesn’t she have anything better to do? I feel so discounted.”

Have you ever felt micromanaged or underutilized because you were not able to use your talents to do your job in the way you know it needs to be done? Your education and years of experience are not valued, but are in fact devalued.

“I can’t believe you promoted Hugh to the team leader position,” Mark said in exasperation to his boss. “He doesn’t know the job, accepts credit for work he didn’t perform, and works half as hard as any other member of the team. I’m really shocked that you promoted someone like that!”

Have you ever felt frustrated because the competence (or lack thereof) of another was inappropriately rewarded, when they were unworthy of the credit or promotion they were given and particularly when other teammates were more capable and deserving?

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Medium 9781576751930

Chapter Five

Marshall Sashkin Berrett-Koehler Publishers ePub

Good leaders serve followers, just as good followers serve.
A relationship of service goes both ways and benefits both. But to truly be of service is even more difficult for the leader than for the follower.

Tao Te Ching, Chapter 61

We concluded Chapter Three by mentioning the start of a search for some elusive factor that might explain the success of transformational leaders. Some call this factor “charisma.”1 However, using charisma to explain leaders’ success is merely another way of saying that we don’t know why they succeed. That is, we saw in Chapter Two that research of the early twentieth century failed to identify any clear leadership traits. And in Chapter Three we concluded that behavioral skills alone didn’t seem to define effective leadership, either. Simply labeling charisma as its source is not a satisfactory explanation for transformational leadership.

In Chapter Four, we proposed that one very important factor is the need for power. We traced the concept of charisma, to better understand two crucial issues in leadership. The first concerns the differences among transactional leadership, transformational leadership, and charismatic leadership. We showed that we could understand these differences in terms of the exercise of power. We examined how leaders develop a need for power. Finally, we looked at how leaders use power in positive and negative ways.

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Medium 9780874255881

Chapter 8: Strategies for Small-GroupLearning

Stephen J. Gill HRD Press PDF
Strategies for Small-Group Learning

Learning at the small-group level can be enhanced if specific strategies are used. (A selection of these strategies follows.) To have maximum effect, each of these strategies must be tailored to the needs of a particular group; the group members should work together to agree on goals and performance outcomes for each activity. Ask yourself: “What should the group get out of this experience, and how should this learning be applied on the job?” Orienting group members to the same goal is critical to achieving organizational learning.

Shared Vision A shared vision is the backdrop for learning and change. When employees know where they are trying to get to, they can identify what they need to learn in order to get there. To create a shared vision, you must achieve consensus on the direction of the group and on the desired results; everyone on the team must have the same goals for the future, and be guided by the same underlying principles. Managing by shared vision is much more productive than managing by coercion. See All Chapters
Medium 9781855753587

3: The monks’ tale: a community learning to co-exist

Christine Oliver Karnac Books ePub

Chapter Three articulates the development of RI interventions over time, in a context of hurt and conflict in a community. It highlights in detail three structured exercises, variations of the tools identified in Chapter Two, from consultancy work with a male religious order. It will attempt to show how these structures express an RI orientation through connection back to the RI principles laid out in Chapter One.

Over the past few years a colleague1 and I have been working with a male religious community. I was invited to work with them when they heard about my work with AI. The community presented their concerns in a language of conflict, demoralization, and breakdown in communication. Most members of the community experienced severe distress; loss of membership became a potential threat. At the beginning of the work people talked in the following terms:

It’s hard to experience hope.

There is envy and competition but we don’t talk about it.

There is a lack of charity in our talk about others.

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Medium 9781605095592

CHAPTER 18 Unequal Citizenship and Access to the Commons

Hartmann, Thom Berrett-Koehler Publishers ePub

fas-cism (fâsh’iz’em) n. A system of government that exercises a dictatorship of the extreme right, typically through the merging of state and business leadership, together with belligerent nationalism. [Ital. fascio, group.] -fas’cist n. -fas-cis’tic (fa-shis’tik) adj.

American Heritage Dictionary, 1983

THERE ARE RESOURCES AND THERE ARE RESOURCES. FOR CORPORATIONS, resources include raw materials, labor, the property and the equipment they use, the talents of the people they employ, and cash. For humans, resources include air, water, food, shelter, clothing, health care, and the means of exchange to ensure these.

I remember growing up fifty-plus years ago in an America where an employer’s responsibilities to their community were so well understood that bosses who laid off people were considered either evil or failures. There was a dramatic recalibration of this during the 1980s, as the word layoff was replaced with the more politically tolerable euphemism downsizing and then further euphemized to rightsizing. In England the same event is described much more directly: “I was made redundant.”

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Medium 9781576753149

9 Structural Equation Modeling: An Introduction to Basic Techniques and Advanced Issues

Swanson, Richard A. Berrett-Koehler Publishers PDF

Structural equation modeling (SEM), a statistical modeling technique offering a comprehensive approach to research questions, has become increasingly popular in the behavioral sciences. The ease of a simple bivariate experiment is often not a feasible option when researchers investigate human behavior in its natural setting. Consequently, over the years, researchers have developed advanced statistical techniques to handle multiple independent and dependent variables, some of which are measured and others of which are unobserved. Researchers in areas of organizational behavior, management, business, and applied psychology are often interested in multivariate relationships among some or all of the variables in a specified model, and SEM provides a viable statistical tool for exploring all of these relationships. The models investigated typically depict processes presumed to underlie values obtained with sample data, and these processes are assumed to result in measures of association (e.g., correlation) among the variables in the models (Williams, Edwards, & Vandenberg, 2003). SEM tests models of predicted relationships among observed and unobserved variables and offers numerous advantages over traditional approaches to model testing.

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Medium 9781782201311

CHAPTER SIX Forms of interaction

Robert French Karnac Books PDF


Forms of interaction


e turn now to the final piece in the jigsaw of Bion’s ideas on groups—although as the best-known of his contributions to group theory it is often the first or only piece many people pick up. He noticed that three “patterns of behaviour” (1961, p. 175) kept appearing in group interactions: dependency, fight–flight, and pairing.

He also realised that these forms of interaction can indicate a shared group mentality rather than an individual one as, for example, when a group comes to think in a dependent way and to behave accordingly.

Consequently, by giving attention to the manifest behaviours within a group, we can gain an insight into the dynamics at play. Focusing on the nature and impact of the interactions can help us to understand what is going on and so provide a basis for helping the group to stay with or return to its purpose.

In this chapter, we describe the general characteristics of each form of interaction largely by means of illustration, and we explore how they can manifest in, and impact upon, group dynamics. We also focus on the ways in which they appear in groups dominated by attention as opposed to those dominated by distraction. The key question for working in groups is always the same: how can an understanding of these dynamics help to assess whether a specific interaction is


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Medium 9780874255997

Chapter 1: Defining Emotional Intelligence (EQ)

Emily A. Sterrett HRD Press, Inc. PDF


Defining Emotional Intelligence (EQ)

Jack walked into the office where three of his sales managers were reviewing the latest sales figures. So engrossed were they in discussing the disappointing results and what might be causing the sudden downturn in business, they did not hear him approach. Jack cleared his throat rather loudly, interrupting an obviously important and spirited discussion about work. “Kelly,” he said firmly, “I need to see you about that Allied account. We need to get some information to corporate.” He turned on his heels, leaving Kelly to wrinkle up her nose and explain to her colleagues that she would have to get back to them about continuing this analysis. She quickly followed Jack to his office.

Assuming that the information corporate needed did not represent a crisis, how would you assess Jack’s handling of this situation? What effect did his approach have on Kelly and her colleagues?

Jack, like too many managers, used the “boss” technique to get what he wanted done. He demonstrated poor social skills and possibly did long-term damage to goodwill by first assuming that the obviously work-related discussion was not particularly important, and then by barging in on it. Kelly and her colleagues would have been much more interested in complying with Jack’s request had he:

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Medium 9781442267930

“Our Museum—Another Handsome Contribution”

Rowman & Littlefield Publishers ePub

A Comparative Case Study of the Charleston Museum during its First Formative 150 Years

Barry L. Stiefel

Assistant Professor, Historic Preservation and Community Planning Program, College of Charleston, Charleston, SC; stiefelb@cofc.edu

Abstract    Founded in 1773 in the South Carolina colony, three years prior to American independence, the Charleston Museum was established as the first museum in what would become the United States. Originally, when first instituted by the Charleston Library Society (as a subscription library in 1748), the intent was to model the Charleston Museum on the British Museum. This paper examines the Charleston Museum’s trajectory as a collecting institution from its origins in cabinets of curiosities held at library and philosophical societies and small colleges of higher education to its independence as an institution and multiple structures (both historic and modern). In addition to examining the aforementioned connection with the British Museum, this paper compares the Charleston Museum with two other early American institutions—the Library Com pany and the Peale Museum—in order to draw out an understanding of the evolution of collections and exhibitions.

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Medium 9780749468149

6. Bringing the outside in: when you introduce employees to the people they serve, it unleashes super-performance

Kevin Murray Kogan Page ePub


Bringing the outside in

When you introduce employees to the people they serve, it unleashes super-performance

We all have customers. Whether we serve people inside our organization or outside, we all have people who benefit from our actions. Connecting employees to how those people feel will turbo-charge performance more than you can do on your own. Here are eight ways to bring the outside in and boost motivation.

By any measure, Groupon, an online voucher business, was a phenomenal success story. Its name was derived from the words group coupon when the company was founded in 2008. On its website it featured discounted gift certificates usable at local or national companies. In 2008 Groupon had just one market in Chicago. Within two years it served more than 250 markets in North America, Europe, Asia and South America and had 35 million registered users. It was floated on the NASDAQ in 2011.

The founder and CEO of Groupon was Andrew Mason. He was ousted in 2013 after losses that prompted a huge slide in the companys share price and caused fears that business might be unsustainable. On being sacked he wrote to all of his employees. In a searingly candid memo, he told staff why he had just been fired. He wrote:

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Medium 9781576750452

14. Making It Work

Weeden, Curt Berrett-Koehler Publishers ePub

The year was 1982.

“The major sandbag for the socially conscious executive is in the corporate world itself,” Thomas Drohan observed. The speech by the president of Foremost-McKesson was not only a statement of the day but a prophecy that would hold for nearly two decades.

“It is absolutely chilling,” Drohan went on to tell an executive symposium, “that fewer than 30 percent of all U.S. corporations give anything, and only 6 percent give more than $500 a year to charity.”

Drohan speculated about why corporations were so miserly when it came to supporting nonprofit organizations. He pointed to a “missing ingredient” that causes businesses to come up short in their charitable giving. “Like the Purloined Letter,” he said, “what’s missing is right under our collective noses.” Then he delivered the punch line: “That missing ingredient is very simply—a goal. No one really knows how much corporations in particular, or business in general, should be targeting.”

America’s private sector was mum. Drohan’s call for a common goal that all companies could use to calculate their philanthropy never did materialize. However, whether because of Drohan’s urging or for several other reasons, businesses began carving out a higher percentage of their profits for charitable giving, a trend that continued through the mid-1980s. Then in 1987, corporate generosity began to slide back. As we have already pointed out, by 1996 businesses were giving about 45 percent less of their profits to charity than they had been donating only ten years before.

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Medium 9781780647388

CH 13 Redeeming Western Holy Places and Contested Holy Cities

Leppakari, M. CABI PDF


Redeeming Western Holy

Places and Contested Holy


Maria Leppäkari*

Swedish Theological Institute in Jerusalem and Åbo Akademi University,



This chapter addresses ‘holy places’ in relation to ‘holy cities’ and problematizes the challenges which pilgrimage and tourism research faces when addressing such religious concepts. Within the sphere of religion we find that certain geographical sites are of intrinsic importance as sacred places and attract people in a very special way. Settlements described as ‘holy cities’ are cities like any others, yet they are not; perhaps they are more complex in their characteristics than ordinary urban settlements. Such sites have come to signify something ‘holy’ – they are not only to be considered as physical, they also comprise humans as moral subjects, inhabiting symbolic sets and references to specific places.

The author reflects on the collective impact of the chapters in this book, and argues that they provide new perspectives on old, familiar and welldocumented themes and thus constitute a fresh approach in relation to themes such as ideological motives, ethics and justice, history, management, mental health and religious perceptions. Sustainable development in dialogue and conflict settings is addressed as part of a delicate societal development.

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Medium 9781599963525

Activity 32: Perceptions

Sue Bishop HRD Press, Inc. PDF

32 Perceptions



This activity enables participants to examine the accuracy of self-perception measured against the perceptions of others.

By the end of this activity, participants will:

• Understand the factors that contribute to others’

perceptions of us.

• Be more aware of the assumptions on which first

impressions are based and the dangers of acting on these assumptions.

• Recognize that how we see ourselves is often very

different from how others see us.

• Understand the importance of first impressions to

the quality of, and progress within, relationships.


• 6 to 20 participants

• Suitable for participants who are previously

unknown to one another, but especially relevant to sales, counseling, and interviewing courses; one-toone interactions; and group-to-one interactions.

• The activity is best conducted at the end of the first

day or at the beginning of the second day of a training program.



2 hours and 30 minutes (including preparation time)

• Sufficient seating and space for a full group

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Medium 9781576751282

Chapter 9 Collaborative Communities

Straus, David A. Berrett-Koehler Publishers ePub

It’s no secret that governance at the community level has grown increasingly difficult in the past half century. Issues have become more complex, stakeholders more numerous and vocal, media scrutiny more intense, and legal battles more common. The level of distrust toward the government has soared.

If you compare our five principles of collaborative action (in Part II) and the concept of facilitative leadership (in Part III) with what goes on daily in civic culture in the United States, it becomes immediately clear why we face governance problems at the community level. The cultural norms of political life violate all six powerful ideas about collaborative action. Relevant stakeholders are left out of most planning and decision-making processes. Legislative deliberations jump to solutions before reaching agreement about the nature of the problems, and they operate by majority vote, not consensus. Public planning processes lack clear, open, and understandable process designs. Most public meetings are not facilitated and don’t use an effective form of group 188 memory. And elected officials still operate with the belief that they must be solution givers.

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