Most of us run from leadership where one person controls and others comply. My question is: Where do we run? Successful leadership, we know, depends more on fostering quality differences from high-performance minds. But how so?
US Diversity Scores Need Help!
Brainpowered tools, as we call them here at Mita International Brain Center, equip leaders to capitalize on a wider reach of talents. Both emerging and seasoned leaders build goodwill across differences, for instance, through brainpowered facilitation. A shared leadership reshapes tone that welcomes inclusion, and so increases creative opportunities to develop a wider reach of talents from any group.
Traditional leaders, who convert customs into rules, simply because it’s always done that way, limit innovative initiatives. Promotions, based more on conforming to organizational demands, dictate a control approach. It doesn’t work. Yet, according to recent diversity research, we have still a way to go before leadership guides us to a finer future.
In May 19th, 2010 SHRM Director of Diversity and Inclusion, Shirley Davis, PhD, showed Global Diversity and Inclusion (DRI) Rankings. US took 14th place in this global ranking with a 62 point score out of 100 possible points.
The top 10 diversity scores went to:
1 Sweden 73
2 Norway 72
3 New Zealand 71
4 Canada 70
5 Finland 69
6 Denmark 67
=7 United Kingdom 67
=7 Australia 67
9 Switzerland 65
10 Ireland 64
The lowest diversity scores went to:
38 Malaysia 39
39 Turkey 37
40 Thailand 36
41 India 36
42 Philippines 35
43 Russia 35
44 China 32
45 Nigeria 31
46 Indonesia 31
47 Saudi Arabia 23
Imagine leaders who look around, spot talent, and harness resources to develop, invent, discover, and focus talent from hidden or unused places?
Leaders who stir higher performance, by using parts of the brain never before used, to achieve innovation, never before achieved. In contrast to conventional bosses, brainpowered leaders tend to capitalize on change, free-flowing interactions and diversity.
Are your organizational leaders less tied to age-old customs? Do brainpowered leaders come to work more open to exploration, accustomed to discovery and ready for risk? If so, expect to expand in 2011 – through untapped diversity wealth – for a more creative future.
The brain wires differently, depending on weather leaders facilitate others, or command and control them. What’s your diversity score?
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Created by Ellen Weber, Brain Based Tasks for Growth Mindset
Most people run from leadership where one controls and others comply. Successful leadership depends more on fostering quality differences from high-performance minds. Brainpowered Tools to Lead Diversity, offers practical tactics that shape personal talents from both sides of the brain. Find keys here, into innovation that capitalizes on a wider reach of talents. Emerging and seasoned leaders will discover in these pages, for instance, how to build goodwill across differences. By reshaping tone tools, you’ll increase creative opportunities, and trigger brainpowered growth.
Traditional leaders, who convert customs into rules, simply because it’s always done that way, limit innovative initiatives. Promotions, based more on conforming to organizational demands, dictate a control approach. It doesn’t work. Yet, according to recent diversity research, we have still a way to go before leaders can guide us to a finer future.
In May 19th, 2010 SHRM Director of Diversity and Inclusion, Shirley Davis, PhD, showed Global Diversity and Inclusion (DRI) Rankings. (See http://twurl.nl/pjyie3 ) US took 14th place in this global ranking with a 62 point score out of 100 possible points. The top 10 scores went to:
1 Sweden 73
2 Norway 72
3 New Zealand 71
4 Canada 70
5 Finland 69
6 Denmark 67
=7 United Kingdom 67
=7 Australia 67
9 Switzerland 65
10 Ireland 64
The bottom 10 overall scores went to:
38 Malaysia 39
39 Turkey 37
40 Thailand 36
41 India 36
42 Philippines 35
43 Russia 35
44 China 32
45 Nigeria 31
46 Indonesia 31
47 Saudi Arabia 23
Imagine leaders wh
Most people run from leadership where one controls and others comply. Successful leadership depends more on fostering quality differences from high-performance minds.
Brainpowered Tools to Lead Diversity, offers practical tactics that shape personal talents from both sides of the brain. Find keys here, into innovation that capitalizes on a wider reach of talents.
Emerging and seasoned leaders will discover in these pages, for instance, how to build goodwill across differences. By reshaping tone tools, you’ll increase creative opportunities, and trigger brainpowered growth.
Traditional leaders, who convert customs into rules, simply because it’s always done that way, limit innovative initiatives. Promotions, based more on conforming to organizational demands, dictate a control approach. It doesn’t work. Yet, according to recent diversity research, we have still a way to go before leaders can guide us to a finer future.
In May 19th, 2010 SHRM Director of Diversity and Inclusion, Shirley Davis, PhD, showed Global Diversity and Inclusion (DRI) Rankings. (See http://twurl.nl/pjyie3 ) US took 14th place in this global ranking with a 62 point score out of 100 possible points. The top 10 scores went to:
1 Sweden 73
2 Norway 72
3 New Zealand 71
4 Canada 70
5 Finland 69
6 Denmark 67
=7 United Kingdom 67
=7 Australia 67
9 Switzerland 65
10 Ireland 64
The bottom 10 overall scores went to:
38 Malaysia 39
39 Turkey 37
40 Thailand 36
41 India 36
42 Philippines 35
43 Russia 35
44 China 32
45 Nigeria 31
46 Indonesia 31
47 Saudi Arabia 23
Imagine leaders who look around, spot talent, and harness resources to develop, invent, discover, and focus talent from hidden or unused places? Leaders who stir higher performance, by using parts of the brain never before used, to achieve innovation, never before achieved. In contrast to conventional bosses, brainpowered leaders tend to capitalize on change, free-flowing interactions and diversity. The Mita approaches described in this book, are likely less tied to age-old customs since brainpowered leaders tend to come to work more open to exploration, accustomed to discovery and ready for risk. The brain wires differently, depending on weather leaders facilitate others, or command and control them.
o look around, spot talent, and harness resources to develop, invent, discover, and focus talent from hidden or unused places? Leaders who stir higher performance, by using parts of the brain never before used, to achieve innovation, never before achieved. In contrast to conventional bosses, brainpowered leaders tend to capitalize on change, free-flowing interactions and diversity. The Mita approaches described in this book, are likely less tied to age-old customs since brainpowered leaders tend to come to work more open to exploration, accustomed to discovery and ready for risk. The brain wires differently, depending on weather leaders facilitate others, or command and control them.
In discussing how traditional leaders, convert customs into rules, with those who insist, it’s always done that way, we (at Mita) invite leaders to enter into a quest with us to live more of the interplay between valued traditions and freedom to experiment with brainpowered and innovative initiatives.
Rather than a debate or argument against competition for promotions, based more on conforming to organizational demands yet stomping on fellow competitors, we see an interplay between competition and consensus approaches where growing group talent is as important as former polarities of rivalry, argument and debate.
Polarization doesn’t work. and leadership renewal still awaits talents like yours, Kare, and others as we move beyond discussions to create access for the many we left behind:-) What do you think?
This was a most insightful post for me as a believer in overcoming the higher likelihood for conflict that’s possible in groups/teams/orgs with disparate members in exchange for the greater capacity for tapping the wisdom of the crowd (with the right members and methods). I look forward to learning more about your brain-powered tools that enable us to better use our varied talents. Scott E. Page would appreciate your post as his book The Difference, has similar conclusions