Simon Sinek - Start With Why. Macala Wright: How CEOs Must Prepare For A Collaborative Future. As of 2013, 60% of the global population is under the age of 30 and responsible for $1.2 trillion in consumer spending each year. They are catalysts for change, action and consumerism. As leaders, we need to know how to communicate with them. Last week, technologists, heads of global brands and futurists gathered to discuss the future of business at PTTOW in Los Angeles. From community to collaboration, connected consumer experiences to causality and CSR – big words, with big meanings, starting with the letter “c” – took center stage in conversations among some of the leading minds in business.
“The ways to change ghettos from being ghettos is turn our kids into technologists, and to teach them to code.” Collisions, Community and Co-Learning We know that effective leadership in a modern enterprise starts with ourselves and shifting the way in which we act within the world because other often follow our examples. We Need to Build Communities Correctly Connective Customer Experiences. A Successful 21st-Century Brand Has To Help Create Meaningful Lives. Unless you’re making a conscious decision to live off the grid, the vast majority of your day involves interacting with brands and their products. Every decision you--and consumers everywhere from the developed world to the developing world--make in terms of what you buy, what you wear, what you eat, and countless other decisions, is a vote for or against a panoply of multinational companies all vying for your money and attention.
A new global survey has identified a key weapon for brands in that battle: Make consumers’ lives better. It seems obvious, that people would spend their money on things that improve their lives, but it isn’t always the case. "The real story of the global economy is this: institutions aren’t delivering the level of well-being that people want, need, and expect," says Umair Haque, the director of the Havas Media Labs and Harvard Business Review blogger who writes frequently on how business can create real value. What Makes A Meaningful Brand. The 4 Weapons Of Exceptional Creative Leaders. For the leader of a company powered by creativity, the difficulties of navigating today’s complex marketplace are compounded by the fact that, in every decision, two forces are loudly asserting their dominance: creativity and profitability.
A fractious relationship at the best of times. Leading a company that must, by definition, exist in a constant state of dispute provides enough challenges to fill a book. But in my work as a coach and confidant to creative and business leaders, I have come to recognize that exceptional leaders unlock the power of "profitable creativity" by developing four benevolent weapons. Context Context is the most underappreciated asset of business leadership because without it, every decision becomes a guess.
Many creative companies know what they do, but not where they’re trying to get to. The Power of Context Context gives us the ability to say no with confidence. Great leaders are not necessarily braver leaders. Creating Context When Maintaining Context Trust. Science & Nature - Human Body and Mind - Mind. The Leadership Quarterly | Articles in Press. The Workforce of the Future Starts Now. We get a lot of questions about who will be working, or should be working, in the museum of the future, and how museums should be finding, recruiting and training these future staff members. Any exploration of the future of the museum workforce has to start with an accurate snapshot of what we have now.
So CFM commissioned an analysis based on U.S. Census data. These numbers are based on the American Community Survey (ACS) conducted in 2009 (the most recent public dataset available in September). They will probably shift a bit when we get access to the 2010 ACS and the 2010 decennial Census. Also note that there are different ways of counting museum workers (such as by occupation) that yield different results—and the Census numbers never quite balance with numbers from other federal agencies like the Bureau of Labor Statistics. For now, this is probably the best reflection of the current museum workforce as a whole. Please weigh in using the comments section below. It Takes Guts To Start A Company--So How Do You Get 'Em?
It takes guts to act, accept a risk, and to try something new. If the world were full of passionate and purposeful people with brilliant minds, but no guts to act, there would be no progress. The guts trait can be subdivided in several different ways. One is the divide between risk takers and risk tolerators. Risk takers derive excitement and engagement from being in a situation laden with meaningful uncertainty.
Risk tolerators do not necessarily seek risk, yet willingly pursue their goals by understanding and accepting and managing the risks inherent in a given decision. What makes for a gutsy person? The willingness to take risks is born of a combination of elements. External factors aside, some individuals are quite simply more risk-hungry than others. In the course of screening businesses in our day jobs as venture capitalists and advisers, we are principally screening people and their propensities for being strong business-builders.
Risk tolerance is not an immutable quality. How Eric Ries Coined "The Pivot" And What Your Business Can Learn From It.