You might be around people who could be ideal for your life, or who know someone who could be important.
Bookboon provides a collection of valuable free ebooks for professionals.
The Diplomatic Courier in 2011 launched the “Top 99 Under 33 Foreign Policy Leaders,” a project that captures the impact of 99 leaders under the age of 33. The selection committee makes its evaluation on the basis of the following leader archetypes:
- A Catalyst is from a field not typically associated with foreign policy who has had an impact on international affairs.
- A Convener brings people together in creative ways to address a pressing international issue or enhance the foreign policy community.
- An Influencer mobilizes people in the foreign policy community with bold new ideas.
- An Innovator designs a new solution to a critical global challenge.
- A Practitioner changes foreign policy from the inside through extraordinary professionalism and skill.
- A Risk-taker takes a chance and sees it pay off.
- A Shaper changes the public discourse on an aspect of foreign policy or raises awareness on a critical issue.
For further details: http://www.diplomaticourier.com/special-features/top-99-under-33
Image source: http://www.nccp.org/youngleaders_ny.html
Welcome back to my blog, sorry to have been away so long since my last post. I’ve been quite busy in the Social Media arena and Google+ Communities, discussing and learning about Leadership. There is a common topic that is recurrent, namely, the traits / characteristics / hallmarks of a great leader. Thousands of words have been spent on describing what makes a leader special. I have no intention of reinventing the wheel but I would like to simply share with you the image that came to mind when I approached the subject.
One day, thinking about what makes a leader exceptional, I sat down and jotted down all the words that I believe are the vital traits of a leader. As you will see, very peculiarly, every word I thought of begins with the letter “P”. I didn’t do it on purpose and I don’t have a clue why…
View original post 645 more words
Any growth process includes the inevitable stumbling blocks. Leadership growth is no different.
Brian Evje, Management Consultant in the Organization Effectiveness practice of Slalom Consulting, in the past few months, has worked with several leaders who were navigating significant new challenges in their roles. The differences between those who managed these situations successfully and those who didn’t often showed itself in their responses to these very common blocks to leadership growth:
- Believing that it can’t happen to you
- Ignoring the usefulness of mistakes
- Refusing help
- Not asking for the right things
- Not letting your team do its job
- Lack of functional credibility
- Lack of leadership process credibility
- Not enough courage to let go of yesterday’s tools
- An inability to face the power dynamics of leadership
- A good memory. Too good
read more: http://goo.gl/uecL6
Image source: http://goo.gl/4EOw8
Google maps is a versatile service that can be used for many purposes. Here is an example applied to the Diplomatic network of Italy. The map includes all the Italian Embassies, Consulates and Permanent Representations in the world.
Every flag in the map offers a link to the mission website containing useful information.
K.I.S.S. matters more than ever!
The third annual Global Brand Simplicity Index released last week surveyed 6,000 customers in Europe, the Middle East, Asia and North America to determine “perceived points of complexity and simplicity.” You can read the survey but here is the point (to be simple): Simplicity equals revenue.
“…people equate complexity with lack of trustworthiness”. the more you can KISS them by keeping your messaging-including your emails – clear, transparent and relevant, and KISS them by keeping it simple for them to take the next step toward completion of the sale, the more you can expect to sell. (Howard Belk)
read more on http://goo.gl/ePvRO
image source http://goo.gl/mlqH6
According to Kiran Bir Sethi, the founder of the Riverside School, if learning is embedded in the real-word context, the children go through a journey of “awareness”, where they can see the change, “enable it”, then “control it”, and finally to lead the change.