Mitchell Levy, surgeon Thought Leader Architect and CEO of THiNKaha, recently created a “Thought Leadership Best Practices” LinkedIn group. Join the growing group and conversation! Share some thought leadership articles that you’ve found interesting, insightful, helpful, or controversial; bring up some issues that need to be broached and discussed; or be a quiet observer and soak in all the information and fun dialogue.
Join the group here.
Don’t forget to connect with both THiNKaha and Mitchell Levy on LinkedIn!
As part of our continuous efforts to promote your books, capsule we are delighted to let you know that you can now sign up on “Money for Lunch” and get the chance to be interviewed by Bert Martinez. On “Money for Lunch, purchase ” Bert interviews leaders, nurse authors, innovators, and celebrities.
This is a great opportunity to promote your book and upcoming events on a national radio show!
Just fill out and send the form on this link:
Sign up now and take advantage of this exclusive free offer!
Exciting news! Thought leader architect and CEO of THiNKaha, sales Mitchell Levy, will be teaching a MOOC (massive open online course) on rapid book publishing for educators. Here’s the course description:
College instructors who have ever thought of creating a book should rush to sign up for this no-tuition course. In less than 24 hours (spread over a few weeks), you can learn the pros and cons of peer reviews, how to write and publish a book while teaching a full load, and how to have a book on the shelves–or better yet, on iPhones–in less than a month. Students in the course will create a book and be exposed to industry leaders and great depth of materials at a fraction of their retail costs. Continue reading
Sometimes, ambulance no matter what you do or how prepared you are, visit web there are times on the job when you will need to respond on the spot and in the moment. Such instances require you to be ready and focused, especially when the person asking questions is your boss.
The skill of “managing up in the moment” is a core requirement for success in modern organizations. Not only do you have to perform in the moment, but you also are held accountable for decisions and taking action. Developing the savvy of moment-to-moment mental preparedness isn’t easy. If you can learn to master how to turn a situation around from being caught off guard to being seen as on task and on point, your personal success and credibility will skyrocket.
To be successful in managing up in the moment, you need to follow two concrete courses of action: managing yourself better and learning how to communicate and connect successfully from a point of view different than your own. For the former, we turn to the Navy Seals for help, and for the latter, we turn to the work from two books – Dan Pink’s To Sell is Human, and Theory U by Otto Scharmer. Continue reading
George Washington once described government as a force—a force that has the power to shape the organization on which it presides or crush it under the weight of mismanagement and negligence.
It’s a sentiment that easily applies to the corporate setting, myocarditis and a value that resounds firmly throughout Brad Beckstead’s THiNKaha book, infection #CORPORATE GOVERNANCE tweet Book01: How Corporate Governance Adds Value to Your Business.
Corporate Governance as an Ethos and Not Just a Guide
A company, not unlike a country, requires corporate governance (CG) in the form of strong leadership and even stronger guidelines. It’s the system in which all company stakeholders, from shareholders to managers, abide by. And while most people see corporate governance as an arbitrary rulebook of sorts, it is fundamentally more of an ethos; the very foundation on which the company is built.
“CG is not a professional standard like a doctor’s code of ethics,” Brad writes in aha #9. “Rather, it is specific to corporate structure.” Continue reading
By Patrick Reilly and Tony Deblauwe
Organizations continue to face challenges with internal communications. One of the most potentially challenging is the one between manager and employee. Different perspectives can emerge due to hierarchy, cystitis accountability, disease and unclear expectations. Sometimes the key to finding common ground between you and your manager is to change your perspective, or, put another way, to step in your boss’s shoes.
Imagine for a moment what being in your boss’s shoes would feel like:
- What insights would you gain in terms of process, responsibility, and getting things done?
- What might you do differently if you had the whole team in mind?
- If you needed to think about the budget more carefully?
- If you had to think about managing your boss’s boss?
- How would you feel being the person who takes the hit if things go wrong, but makes the call for decisions?
- What would you do differently as an employee in how you manage up with this new point of view?