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Because we are conditioned to "see" the world in ways that reinforce our belief system, our ability to grow and develop depends on our willingness to become a learner again.

Links


Center for Authentic Leadership here


The Strozzi Institute here


Social Invention here


Leadership Institute of Seattle here


Invite Perspective here


Health, Wellness, Yoga here


Design, Art Direction, Images here


Cole Ollinger Creative Services here



Books


Working with Emotional Intelligence, Daniel Goleman, 1998

Excellent view of "The hard case for the soft skills"


Extraordinary Relationships, Roberta Gilbert, 1992

Exploring the struggle between "the drive toward being an individual and the drive toward being together with others." How have we learned to deal with this dilemma and how does is show up in our relationships.


Managing at the Speed of Change, Daryl Conner, 1992

Leaders must raise their awareness of the Nature of change, the Process of change, and the Resistance of change. Do not only apply these concepts to your organization but apply them to yourself in order to understand how change affects you. You cannot escape the forces of change. Are the challenges you face technical or adaptive? Do you know the difference? Can you get to the balcony and observe yourself in action? Do you know when and how to turn up the heat or turn down the heat to get the work done. Can you give the work back in the face of resistance?


Wisdom of Teams, Katzenbach and Smith, 1993

How do you build and prepare your team to continue to communicate and act on the organizations vision.


Difficult Conversations, Stone, Patton, & Heen, 1999

Without understanding what is happening beneath the conversation during a 1 on 1 where behaviorally specific feedback is required, the opportunity to create a learning conversation is often lost.


Season of Life, Jeffery Marx, 2004

Its all about empathy and relationship. If a leader focuses on just those two things building the next level of leaders is a far easier process.


Five Dysfunctions of a Team, Patrick Lencioni, 2002

Without constant attention to maintenance "even the best teams deviate towards dysfunction."


Four Obsessions of an Extraordinary Executive, Patrick Lencioni, 2000

Once the team begins coming together and has created a vision there is the task of over communicating the message and establishing human systems that reinforce the vision.


Death by Meeting, Patrick Lencioni, 2004

If your job is primarily to go to meetings and to hold meetings, are you getting better at it? Are they energizing for you and your team?


Leadership on the Line, Heifetz and Linsky, 2002

Are the challenges you face technical or adaptive? Do you know the difference? Can you get to the balcony and observe yourself in action? Do you know when and how to turn up the heat or turn down the heat to get the work done. Can you give the work back in the face of resistance?


Good to Great, Jim Collins, 2001

What separates successful companies for those that are exceptional? What separates successful organizations for those that lead the way? Level 5 Leadership, Confronting the Brutal Facts, the Hedgehog Concept and the Flywheel Effect.


Built to Last, Collins and Porras, 1998

Preceeded Good to Great. Key components of companies that built sustained success.


Managers as Mentors, Chip Bell, 1996

"The autocratic manager is unpopular and ineffective, the buddy approach erodes respect during conflict, the benevolent-parent approach gets compliance but little commitment and the vanilla coordinator gets efficiency but little enthusiasm. What does bossing need to be like in the era of knowledge workers?"


The Fifth Discipline, Peter Senge, 1996

Its all about empathy and relationship. If a leader focuses on just those two things building the next level of leaders is a far easier process.


The Fifth Discipline Field Book, Peter Senge, 1996

Application of the concepts presented in "The Fifth Discipline."


The Leaders Voice, Clarke & Crossland, 2002

Getting results by building connection through authenticity, context, data, and emotions.


Leading at the Edge of Chaos, Daryl Connor, 1998

Creating an agile organization requires a thorough understanding of the change process and the human processes involved when disruption occurs.


How the Way We Talk Can Change the Way We Work, Kegan and Lahey, 2001

The language we use has enormous power over the outcomes we can achieve. This book illustrates the unconscious choices we make and outlines the importance of conscious use of language and engagement.


Coaching for Performance, John Whitmore, 1992

Growing people, performance and purpose. In a time when command and control management seems out of favor, this book illuminates the skill of questioning, feedback, and goal setting to support development.




Movies


On Perspective:

What the Bleep Do We Know?

The Matrix


On Commitment:

The Pursuit of Happiness


On Vision and Mission:

Man on Wire


On Spirituality:

One the Movie

Fierce Grace

Kundun