Donald Trump kept the Miss Universe Pageant true to its origins as a swimsuit competition by setting the ceremony in warm-weather locations. Only once did Trump steer the pageant away from temperate environments--in November, 2013, when Miss Universe took place in Russia.
Today, the Miss Universe Pageant in Moscow looks like a harbinger of the Trump campaign and Presidency, featuring some of the same themes and characters. Miss Universe represents a paradigmatic example of Trump's business style in action--the exaggerations that teeter into lies, the willingness to embrace dubious partners, the hunger for glamour and recognition. Trump got away with this kind of behavior for decades, and he played by the same rules during his run for the Presidency.
Last Friday, Robert Mueller, the special counsel, unveiled the indictment of thirteen Russian nationals, and three Russian organizations, on charges that they conspired to throw the 2016 election to Trump. The indictment does not explicitly assert that Trump or his campaign knowingly participated in the Russian conspiracy. Trump recognized that the pageant was a useful vehicle for expanding his reach overseas, and no country so consistently kindled his ambitions as Russia.
The extent of Trump's financial ties to Russia remains unclear, but he appears to have had a number of investors and business partners from the former Soviet Union. In 2008, Donald Trump, Jr. told the audience at a real-estate conference, "Russians make up a pretty disproportionate cross-section of a lot of our assets...We see a lot of money pouring in from Russia."
Trump, it seems, has never asked his top intelligence officials for an accounting of Russian activities during the campaign or for a plan to stop such efforts from continuing in the future. As a result, the quest for accountability rests largely with the Mueller investigation, which is trying to determine whether Trump and his campaign staff knew about, encouraged, or sponsored the Russian efforts.
Source: By Jeffrey Toobin in The New Yorker, February 26, 2018
Leadership in today's globally connected economy requires moving beyond the authoritarian leadership styles of the past to one that requires more attention to sustainability, ethical cultures, and caring behaviors, while still being geared to enhancing performance.
In LEADING BEYOND THE EGOby John Knights, Danielle Grant, and Greg Young show how intellectual, emotional, and spiritual intelligence can be combined to create "transpersonal leadership." Transpersonal leaders operate beyond their egos. They are radical, ethical, and authentic, while emotionally intelligent and caring.
"To become a transpersonal leader we must bring our values, beliefs and purpose to full consciousness and act on them," says Knights. "To become this kind of leader, an individual needs to be emotionally intelligent in order to have sufficient inner self confidence, awareness and empathy to be able to take this advanced journey."
Transpersonal leaders are able to:
Embed authentic, ethical, and emotionally intelligent behaviors into the DNA of the organization
Build strong, empathetic, and collaborative relationships within the organization and with all stakeholders
Create a performance enhancing culture that is ethical, caring, and sustainable
Transpersonal leadership involves dealing with the conflict between instincts and conscious behavior. Leaders need to raise their level of consciousness to understand that they do have choices and that to be an excellent leader they need to operate beyond the ego.
THE BOOK OF MISTAKES is the inspiring business fable of a young professional named David. Two years into the workforce, David has already become embittered with lost confidence, misdirection, and growing apathy over a list of all-too-familiar stresses.
Here are the nine mistakes commonly made but rarely addressed:
1. Working on someone else's dream.
2. Allowing someone else to define your value.
3. Accepting excuses.
4. Surrounding yourself with the wrong people.
5. Staying in your comfort zone.
6. Allowing temporary setbacks to become personal failures.
7. Blending in instead of standing out.
8. Thinking there is a fixed and limited amount of success available.
According to reports, 70 percent of the nation's workforce hate their jobs. Learning firsthand how to inspire and lead people can directly impact the people in charge.
"Fusion Leadership" combines the powerful stories of eight prominent leaders to create a motivated workforce committed to ignite a common passion that provides individuals with self-fulfillment.
This new book touches on a variety of challenges leaders face every day.
Among the topics covered: techniques to provide support to front line workers, modeling appropriate behavior and conversations in meetings, addressing fair pay issues, putting aside ego to effectively lead a team, and demonstrating mutual respect toward lower level employees and helping them connect their job to the larger vision.
"When leaders reward the collective ego at the same level, they attend to their selfish egos, their organizations not only make greater progress, but they fulfill the universal human desire to find meaning in work, author Dudley Slater reveals.
I wish everyone would see, "Americans," at the National Museum of the Americans, in Washington, D.C. It is keyed to the ubiquity of Native Americans in popular culture. Spectacularly installed, in a grand hall, are hundreds of Indian-themed artifacts.
Sections unpack the of Pocahontas, the first Thanksgiving, the Trail of tears, and the Battle of the Little Bighorn--stories that every body knows, at least hazily.
A collection of, "Everything You Know About Indians Is Wrong" (2009) does indeed make you feel smart, abruptly wised up to ramifications of a modern "embrace of love and hate and narcissism" between post-1492 latecomers to the continent and inhabitants who only came Indians once the armed struggle was over in 1890. Before then we were Shoshone or Mohawk or Crow.
Today, there are about three million people who identify as members of more than five hundred tribes.
The show tells the tale of Pochontas, who, in 1617 died in England, at the age of twenty-two or so, after having a son with the early Jamestown settler John Rolfe, in terms of her strange posthumous prestige for aristocratic and, of course, slave-holding Virginia families.
Absent any correct attitude or even argument on offer, viewers will be thrown back on their own assumptions, if they think about them--and I expect that many will. The show's disarming sweetness and its bracing challenge come down to the same thing.
Source: ALL AMERICAN, By Peter Schjeldahl, in The New Yorker, January 29, 2018
The words of editor Ralph Dixey of Tevope in Fort Hall, Idaho published in 1939; "Friends, we are all Indians no matter how white or dark you are. It does not make any difference where you are, what you are doing, or how much money you are making. We are all Indians..." https://www.linkedin.com/pulse/we-all-indians-john-g-agno/
You've made new resolutions for 2018 and the first one is not to make resolutions. Instead, you're going to "set goals."
Goals will help by keeping you organized and allowing you to share your progress on social media, a little gloating does wonders for self-motivation. Once your goals are in place, it might be smart to design a methodology that will encourage you to accomplish them.
But soon enough February comes, mind winter doldrums will set in, and you'll start to slide.
Self-help advice tends to reflect the beliefs and priorities of the era that spawns it. People dream big, and, in a day of easy money, find that their dreams could come true. In our current era of non-stop technological innovation, fuzzy wishful thinking has yielded to the hard doctrine of personal optimization.
It's no longer enough to imagine our way to a better state of body or mind. We must now chart our progress. Where success can be measured with increasing accuracy, so too, can failure: the other side of self-improvement.
The desire to achieve and to demonstrate perfection is not simply stressful; it can also be fatal.
Finally, there's the economy in the hyper-competitive, globalized economy, where workers have fewer protections and are more disposable that ever, requires that we try to become faster, smarter, and more creative.
If the ideal of the optimized self isn't simply a fad, or even a preference, but an economic necessity, how can any of us choose to live otherwise?
Source: "RESOLUTIONS" by Alexandra Schwatz in THE NEW YORKER, January 15, 2018.
Be a force for change, disrupt, innovate, energize.
Ferocious competition. Technological advances. Generational differences. Cultural diversity. Political policies and mandates. Economic uncertainty. Constant change.
These are the facts of business today. Whether at the helm of a digital startup, a management consultancy, a dental group, or an insurance agency, no business leader can afford to remain complacent or, worse, passive.
"Achievement takes planning, action, risk....and a zealously disruptive pursuit of goals," says Wesley Middleton, a strategic adviser and maverick leader in a traditional industry: accounting.
In VIOLENTLEADERSHIP, Middleton shares his aggressive leadership style for our turbulent times. Despite its abrasive ring, the term "Violent Leadership" has nothing to do with inciting conflict or sanctioning brutality. "It refers to a distinctive type of leadership that is passionate, innovative, and takes things by force," Middleton explains. "It is a positive and energetic pursuit of purpose and success."
Starting with the internal core of attitude and drive, Violent Leadershipstresses the importance of being willing to listen, fail, and change, and being able to be a change agent.
"Youthquake" is the verbal concoction recently declared Word of the Year (the year being 2017) by the experts at Oxford Dictionaries. They define it as "significant cultural, political, or social change arising from the actions or influence of young people."
Actually, "youthquake" dates from 1965, when it was coined by the fashion industry. But Oxford says that the incidence of "youthquake" spiked around the time of the British elections last June.
According to Merriam-Webster's, "feminism" was the most searched-for word in its online dictionary, up seventy per cent from 2016. But who in 2017 needed to be told what "feminism" means?
On the whole, 2017 was not a great year for the English language. Reality is running ahead of our vocabulary. For one thing, no good terms have emerged to describe the current state of political affairs.
"When I use a word, it means just what I choose it to mean," Humpty Dumpty says to Alice. Later on, of course, Humpty Dumpty had a great fall. Something to look forward to in 2018.
Source: Louis Menand in the January 8, 2018, THE NEW YORKER
The human brain is wired to seek reward and avoid pain and conflict--and change is associated with fear of an unknown future.
POWER YOUR TRIBE delves deeply into the emotional undertow that often accompanies growth and change, so leaders can learn how to remove change resistance.
Emotional agility is about choosing how one wants to feel, and helping others choose how they feel. With the right tools and the right training, this form of agility can be built into the muscle memory of any organization.
In a world of rapid and relentless change, leaders need simple and powerful ways to connect with their teams across geographies, time zones, and cultures.
In POWER YOUR TRIBE, leadership coach Christine Comaford shows how to build emotional agility, for leaders and their teams, in order to overcome resistance to change, and the stress that accompanies it.
"Christine is super-high bandwidth." --Bill Gates
"Navigating change is hard, and people often get emotionally hijacked in the process," says Comaford. "Leaders need potent, easy to learn, highly effective brain-based tools to navigate the emotions connected with growth and change--and get and keep their teams on track."
Client case studies illustrate how to apply a specific mix of tools in a variety of scenarios, such as leadership abusing power, competitors crushing sales, merger and acquisition stresses, and family business and board dysfunction. The book includes a diagnostic chart that summarizes all 28 tools, showing how and when to deploy them.
POWER YOUR TRIBE is based on the STI methodology created over the past 30-plus years of helping leaders get the results they want in organizations ranging from startups through Fortune 10 multinationals. The blend of mapping diverse neuroscience research to practical tools and techniques has generated the many results clients rave about.