Resonant Leadership

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From Business Week online

“To manage other people effectively, you must first understand yourself. Try the following self-discovery exercises

In Resonant Leadership, authors Richard Boyatzis and Annie McKee talk about the need for leaders to renew themselves and nurture mindfulness, hope, and compassion in their lives. Here is a sampling of condensed exercises from the book: Advertisement

Rhythms in My Life

On a sheet of paper, write the current year at the top of the left-hand side of the page. Underneath it, write the years in descending order from this year all the way back to when you were born. Next to any of the years, write any event or experience that you considered at the time or now consider to have been important. Possible categories include events related to personal health, relationships, financial status, hobbies, emotions or career. Don’t feel compelled to follow a logical sequence. Add items in whatever order works for you. Look at the number of years between major life events. Is there a rhythm to when you feel the need for a change or when changes seem to occur? If so, where are you in the current rhythm, and when should you listen for a wake-up call?

My Legacy
What would you wish to have as your legacy in life? In other words, what will remain or continue as a result of you having lived and worked all these years?

Name That Feeling
Three times a day for a week, stop what you are doing, close your eyes, and concentrate on how you are feeling. Put a word to the feeling or feelings you are experiencing. At first, you may describe your feelings with words like ‘stressed’ or ‘pressured’ or ‘happy.’ As you practice, however, you will find that you are able to name your feelings much more quickly and with more.

What Would I Do If …?
You have just been told that you’ve received a major, unexpected inheritance. It is such a large amount of money that you immediately know you have complete freedom from all financial concerns. In fact, the amount of money allows you to consider doing and having things that you never had thought were possible. How would your life and work change?

Imagine Someone Else’s Day
Pick someone with whom you work or live. Close your eyes and imagine his day from when he gets up in the morning until when he goes to bed at night. Imagine what he sees, hears, thinks, and feels. What are his hopes and concerns as he goes through his day? Who are the people that he sees and cares about? What are his stressors and worries? What is important to him?

What did you notice from this exercise? What surprised you? What things did you wonder about, or notice that you really didn’t know or couldn’t imagine? How might you seek this information from this person?”

Business Week article was adapted by permission of Harvard Business School Press. RESONANT LEADERSHIP: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion, by Richard Boyatzis and Annie McKee. Copyright 2005 Richard Boyatzis and Annie McKee. All Rights Reserved.

How Can Start Ups Grow?

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From HBS Working Knowledge by Sarah Jane Gilbert

“The track record is well known and sobering for any entrepreneur: 90 percent of all new ventures fail. It�s not hard to see why. Start-ups often lack vital resources, must compete against established companies, and have little or no track record with which to woo customers and investors. So how do those one-out-of-ten firms grow into successful, sustained enterprises?

Assistant Professor Mukti Khaire believes that small companies can grow by developing intangible social resources such as legitimacy, status, and reputation. In an interesting twist, her research on this insight is that these intangible resources may be best acquired by following a road of conformity in how your company is organized and presented to the outside world. In start-ups in established industries, conventional business titles such as Marketing Director work better than novel ones like Chief Evangelist.

‘These social resources are acquired by mimicking the structures and activities of established firms, and by affiliating with high-status customers respectively,’ she wrote in the abstract to her recent paper, Great Oaks from Little Acorns Grow: Strategies for New Venture Growth. The paper was published by the Academy of Management (August, 2005) as part of its Best Paper Proceedings.”

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