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The Self-Disruptor's Manifesto

By Jay Samit

"All disruption starts with introspection. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel. Most people avoid this painful process because they are not willing to risk what they have built for the opportunity to have something better. When I travel the world speaking at conferences, I ask people one key question: Are you really living life or just paying bills until you die. To thrive in this era of endless innovation, we all need a better understanding of our own internal value chains—how we view ourselves and how we interpret our personal strengths—is at the core of all external success. I have applied these insights to raising over $800 million for startup companies as well as launching new businesses in billion-dollar industries as diverse as telecommunications, music, and ecommerce. I didn't go to the right schools or know the right people, but I did learn how to disrupt my own belief systems to be able to reposition myself to take advantage of new opportunities and achieve success.

Categories: changethis

September 16, 2015

Blog / ChangeThis

Solving The Wrong Problems: Why Behaviors Don't Change In Organizations

By Todd M. Warner

"To change behaviors in organizations, reorient to a different set of problems. Discussions of behavioral change fall prey to viewing things on a distinctly individualistic level, or through the traditional lenses of systems, structures and processes. Yet this isn't how people really work. Continually, leaders fail to recognize that organizations are dynamic social systems with webs of expectations occurring on a very local level. As a result of this failure, corporations are condemned to a merry-go-round of ineffective change initiatives. While policies, systems and processes change, people's expectations of one another don't. These day-to-day, unwritten expectations tend to be much stronger drivers of what actually gets done in organizations. This web of implicit expectations and ways of working conspires against organizational evolution."

Categories: changethis

September 16, 2015

Blog / ChangeThis

Thinking Our Way Out of the Darkness

By Angie McArthur, Dr. Dawna Markova

"The most significant gift our species brings to the world is our capacity to think. The most significant danger our species brings to the world is our inability to think with those who think differently. It is clear that to stay competitive in our global economy, we must learn how to think collaboratively and innovatively. But if you have ever sat through a mind-numbing meeting or tried to influence a colleague's view on a project or had a recurring argument with a family member or struggled to participate in a community project, you have recognized that most of us actually don't know how to think well together. We take for granted that intelligence occurs within our own minds. We don't realize that it also occurs between us. What keeps us from tapping into that intelligence and communicating effectively is that most of us don't know how to think with people who think differently than we do. We habitually misread people and therefore miscommunicate with them."

Categories: changethis

September 16, 2015

Blog / ChangeThis

Why Grit is The New Black

By Linda Kaplan Thaler, Robin Koval

"Emerging research proves, beyond a doubt, that grit is the most accurate predictor of success in achieving life goals. Yet grit is often seen as a rather antiquated, 19th century ideal, equated more with methodical stick-to-itiveness and survival than the secret sauce to success. But the truth is, grit is about sweat, not swagger, character, not charisma. Grit is the result of a hard-fought struggle, a willingness to take risks, a passionate pursuit of one's goals, and the perseverance to continue against all odds. And the best part of grit is that anyone can develop and nurture it, whether you're eight or eighty-eight. Even Pablo Casals, one of the world's most acclaimed cellists, when asked why at age 93 he still practiced several hours a day, thoughtfully replied, 'I'm beginning to notice some improvement.'"

Categories: changethis

September 16, 2015

Blog / ChangeThis

Why We Don't Get the Leaders We Say We Want

By Jeffrey Pfeffer

"The state of workplaces, not just in the U.S. but all over the world, can only be described as dire. Whether you prefer Gallup's data on employee engagement or the surveys on engagement or job satisfaction emanating from the various human resource consulting firms and the Conference Board, the picture that emerges is consistent: mostly disengaged, dissatisfied, disaffected employees. Moreover, there is no evidence that things are getting better over time. Although trust in leaders is seemingly important for organizational success, if you consult the Edelman Trust Index or the aforementioned surveys, once again the data are clear: a remarkably low level of trust in leaders in many sectors and many countries. What gives? And maybe more importantly for those people worried about companies and their people, is there any hope for a better future?"

Categories: changethis

September 16, 2015