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Thought Leader Teleforum | November 15, 2010
Cracking the Code of Organizational Culture: What Successful Leaders in New Roles Know Free Register Here
Stand Up for Your Life by Cheryl Richardson
SPEECH: Cheryl teaches you that there are several steps that will lead you to a life of meaning and purpose. $7.66
Strengths Finder 2.0 By Tom Rath
BOOK: Discover your top five talents and the learn strategies to apply them
To Help Others Develop, Start With Yourself
by Marshall Goldsmith
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Great leaders encourage leadership development by openly developing themselves.
Listen to what General Mills CEO Steve Sanger recently told 90 of his colleagues: "As you all know, last year my team told me that I needed to do a better job of coaching my direct reports. I just reviewed my 360-degree feedback. I have been working on becoming a better coach for the past year or so. I'm still not doing quite as well as I want, but I'm getting a lot better. My coworkers have been helping me improve. Another thing that I feel good about is the fact that my scores on 'effectively responds to feedback' are so high this year."
While listening to Steve speak so openly to coworkers about his efforts to develop himself as a leader, I realized how much the world has changed. Twenty years ago, few CEOs received feedback from their colleagues. Even fewer candidly discussed that feedback and their personal developmental plans. Today, many of the world's most respected chief executives are setting a positive example by opening up, striving continually to develop themselves as leaders. In fact, organizations that do the best job of cranking out leaders tend to have CEOs like Steve Sanger who are directly and actively involved in leadership development. That has certainly been my experience. This has also been confirmed by a recently completed research project led by Marc Effron at Hewitt Associates, one of the largest HR consulting firms. Hewitt and Chief Executive magazine put General Mills on their latest list of the top-20 companies for leaders, among such familiar names as IBM and General Electric.
Hewitt found that these organizations tend to more actively manage their talent. They put lots of focus on identifying high-potential people, better differentiate compensation, serve up the right kinds of development opportunities, and closely watch turnover. But crucial to all these efforts were CEO support and involvement.
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Five Things You Can Do to Feel Happier Tomorrow By Marci Shimoff
I am Marci Shimoff, author of the New York Times bestseller Happy for No Reason: 7 Steps to Being Happy from the Inside Out (just released in paperback). My book offers a breakthrough approach to deep and lasting happiness - whatever your external circumstances may be. Here is a Q & A (with myself) I'd like to share with readers that will, I hope, help you weather these tough economic times with new peace of mind.
Eight Fearless Questions
by Margaret J. Wheatley
Comments (0) I think these questions are worth holding for a while.
How do you call yourself? How do you identify yourself? And have you chosen a name for yourself that is big enough to hold your life's work?
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“Thinking of a Massage?” American Massage Therapy Association
Some tips to help you find a massage therapist who is trained and qualified. free
The Effective Executive in Action
BOOK: A Journal for Getting the Right Things
SmartMoney Magazine
MAGAZINE: Practical and imaginative ideas for investing. "This magazine kept me from losing it all" D.L., top model in the 80's.
Family 360
BOOK: A Proven Approach to Getting Your Family to Talk, Solve Problems, and Improve Relationships.
To Help Others Develop, Start With Yourself
Five Things You Can Do to Feel Happier Tomorrow 
Eight Fearless Questions
