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Links 1 through 10 of 24 by Richard Veryard tagged leadership

How did John Lennon and Paul McCartney make magic together? On the surface, it seems simple—they covered for each other's deficits and created outlets for each other's strengths. Paul's melodic sunshine smoothed out John's bluesy growls, while John's soulful depth gave ballast to Paul and kept him from floating away. But images of completion and balance miss an essential energy between Lennon and McCartney—the potential energy of creative partnerships that they, as much as any pair in history, exemplify and illustrate.

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Executives who fudge the truth can be given away by the words they choose, new research suggests

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This is how so many brilliant people around the world do so poorly in an economy where almost all change is sourced rather than done in house, where outside circumstances are forcing change into organizations whether they like it or not, and where technology appears to create ever-more opportunities. Meanwhile, this is why so many obviously inept roadblocks within organizations manage to hold — even expand — their positions, while the ones who actually accomplish something risk everything anytime they act.

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Because asymmetrical war is a new kind of war, a war that is more about waging peace on many different levels than waging actual war itself, a war/peace in which accountants, logisticians, diplomats, economic experts will also be the front-line troops, it calls for a new kind of leadership — asymmetrical leadership.

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The leader is placed between two kinds of asymmetry, in which the identity of the enterprise is constantly emerging out of two kinds of relation. The usual way of approaching the challenge of leadership is to express it in terms of the reality of the activities in relation to which people are being led. But what we want to do here is to invert this, so that the question of identity precedes the question of how that identity may be realised through those things with which the enterprise chooses to identify itself.

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This is a practical, do-it-yourself guide for leaders and facilitators wanting to help organisations to function and to develop in more healthy, human and effective ways as they strive to make their contributions to a more humane society. It has been developed by the Barefoot Collective.

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There is nothing special about a "learning organization", and, for my money, the folks out trying to forge a consulting and writing career on the strength of creating 'Learning Organizations' don't know much about people or organizations. Now if they cou

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the President shouldn’t be leading the people, especially in moral questions. Presidents don’t have a great track record of obeying the laws and keeping their trousers up. I say let the people decide what is moral. Getting your moral direction from po

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There are increasingly two distinct business communities in the world. There are the privately owned businesses dominated by smart, hard working managers with a great deal of character and integrity; then there is the cesspool of greed and corruption of

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