Top
Management and Leadership Experts Highlight One-of-a-Kind
Project Leadership Event in Central PA. YouTube
Video Judith Glaser, one of the most innovative
and pioneering change agents and executive coaches in
the consulting industry, was a keynote speaker at the
Project Leadership Forum at Harrisburg University of
Science and Technology. The event, focused on how to
increase projects' ROI by using leadership best practices
to influence results and reduce failure rate.
42
Rules for Creating WE. Career Woman, Inc. review
of 42 Rules for Creating WE, a new book edited and co-authored
by Judith E. Glaser, CEO of Benchmark Communications,
Inc. and co-founder of the Creating WE Institute, along
with 18 others from the Creating WE Institute.
Does
Business Experience Translate into the Ability to Govern?
CT News Blog: “When CEOs win a race, however, then a
different dynamic begins to apply: Governing is more
like pushing a rope than cracking a whip. ‘Once you
get in office, you have to start to build consensus,
and CEOs get startled,’ Judith Glaser, executive coach
and author of The DNA of Leadership, says.
Overcoming
Barriers That Destroy Teams by Lauren Keller Johnson
Regardless of the many forms team challenges can take,
they share a purpose: fulfilling the deep need that
most people have to be part of something larger than
themselves. "People value this feeling more than anything
else," maintains Judith Glaser
Harmony
in the C-Suite By zeroing in on commonalities,
CFOs and CIOs can set the table for overcoming areas
of discord. David McCann - CFO.com
CFOs and chief information officers
don't always see eye to eye, even on vital matters like
risk management and cost control. But there may be more
common ground between them than is typically thought.
That is important, because identifying
areas of agreement can create a platform for more-open
discussion of conflict areas, says Judith Glaser, CEO
of Benchmark Communications, which works with businesses
to improve relationships between sales forces and customers,
managers and employees, and other linked stakeholder
groups.
Dealing
with Fear and Uncertainty at Work Daily Herald-
These days, fear taints us all. Whether reasonably or
irrationally, we find ourselves looking around and asking
each other, "What's going to happen here?" And then,
for want of any information, we make up a scary answer.
Business-IT
Alignment: The CIO and CFO Speak Once CIOs and
CFOs were trained to communicate more effectively and
more candidly, the charts showed that they were working
more harmoniously toward the same goals, plus they both
had a greater sense of urgency and passion.
Biz
Opp Leads Reviews the DNA of Leadership The
book includes a series of questions to help you define
and understand your DNA, but obtaining 360 degree feedback
on leader DNA will provide the needed perspective. See
her website for additional information about the book
and other resources.
DNA
of Leadership in Africa There is little contention
that leadership crisis is key to understanding the African
crises. Why is leadership at the heart of the crises
and what are the conditio sine qua non and credentials
necessary for defining and nurturing a new leadership
in Africa?
New
Book: 42 Rules for Creating WE. 42 Rules for
Creating WE is a new book edited and co-authored by
Judith E. Glaser, CEO of Benchmark Communications, Inc.
and co-founder of the Creating WE Institute, along with
18 others from the Creating WE Institute.
DNA
of LeadershipBusinessWeek - Benchmark
Communications' Judith Glaser talks about how the old
rules for thriving as a leader no longer apply.
What
triggers micromanagement impulses? Judith E.
Glaser, author of The DNA of Leadership, says there
are three main causes. The first is an extreme detail
orientation (also known as perfectionism). "This kind
of manager will always need to stick in refinements,"
says Glaser. Second: "Some managers really just love
to micromanage; that is, he or she believes he is the
center of the universe." This persona is also known
as the Diva, says Glaser. And third: "When the manager
is nervous about results, it can trigger micromanagement."
Ruth
Madoff: "I feel betrayed and confused..."Newsday - "It doesn't have the emotion," said
Judith Glaser, author and chief executive of Benchmark
Communications, a Manhattan executive-coaching firm.
"It sounds too thought out. It sounds as if it was written
over and over again to make sure it was the appropriate
policy."
Another consultant questioned the timing.
"Why was it released [Monday]?"
Linked
to Leadership Blog: We do not want to surround
ourselves with “Yes men.” Looking at that person who
has the dissenting opinion for a new solution is easier
if you view their opinion as a potential asset. This
takes insight, courage, and a strong sense of self.
On the other hand, what if I am the
person who disagrees? What if I have the dissenting
opinion? As leaders, we set the example for others on
how to disagree. Judith E. Glaser provided tips on how
to respectfully disagree, without sending the message,
“I am right and you are wrong.”
Move
With Not AgainstPolar Bear Blog Hub
- Under normal circumstances, the Polar Bear's generally
fixed, rigid and stereotypical behavior ends up with
its making a meal of the Husky. However, this time the
Husky returns the gaze with a bow and a wagging tail...
Think
WE for Relationship SuccessFast Company
- Giving without expectation of return helps you
build strong relationships. Larry Agresto is a WE-centric
guy. He says, “Truly successful people never compete,
they network and leverage their relationships by providing
value and giving more than they receive.”
DNA
of Leadership: Leverage Your Instincts to Communicate,
Differentiate, Innovate... We can blame our
parents for many of the things that go wrong in our
lives-that pesky DNA is always a convenient excuse.
And because our DNA is fixed, we can't change it. But
do organizations have their own kind of DNA? Author
Judith E. Glaser believes that they do, and that an
organization's DNA can be rewritten by significantly
altering its leadership practices.
DNA
of Leadership in Africa By Kayode Oladele. The
caption of my article derives from the influential book
of Judith. E. Glaser titled The DNA of Leadership. There
is little contention that leadership crisis is key to
understanding the African crises. Why is leadership
at the heart of the crises and what are the conditio
sine qua non and credentials necessary for defining
and nurturing a new leadership in Africa?
Being a leader is like being a driver
or a medical doctor. Those professions, like any other,
require special skills and credentials. Nobody can plunge
into either of them; else it will spell disaster for
the country. The same applies to leadership. At independence,
there were many problems associated with governance.
This was partly because many post independent leaders
trained in western institutions, they either tried to
caricature the west or took an extreme rejectionist
position such as “boycott the boycottables” (ala Mbonu
Ojike). Neither position was helpful; neither was set
in the context of the African challenges in post independent.
At independence, Africa was confronted by multiple challenges
in form of manpower and infrastructural development
and cultural rebirth.
Book
Peek: Tips for ‘aspiring’ leaders By Murali
Dreams are an investment in the future of your people
and your brand, says Judith E. Glaser in The DNA of
Leadership.
And
You Thought Your Boss Was Bad by Robert Mcgarvey.
American Way Magazine quotes Judith E. Glazer. What
triggers micromanagement impulses? Judith E. Glaser,
author of The DNA of Leadership, says there are three
main causes. The first is an extreme detail orientation
(also known as perfectionism). “This kind of manager
will always need to stick in refinements,” says Glaser.
Second: “Some managers really just love to micromanage;
that is, he or she believes he is the center of the
universe.” This persona is also known as the Diva, says
Glaser. And third: “When the manager is nervous about
results, it can trigger micromanagement.”
Pink
Magazine quotes Judith E. Glaser:
"[Millennials] were introduced to technology with no
fear, and technology has now become an extension of
their bodies," says Judith E. Glaser, author of The
DNA of Leadership (Platinum Press, March 2006). According
to Glaser, this lack of technological fear and constant
interconnection allow them freedom to test boundaries
and combine work with play. Many Millennials want to
duplicate this experience in the workplace.
Judith
E. Glaser Honored Among '100 Thought Leaders on Leadership'
11.24.08, Forbes.com: Ken Shelton, Publisher Executive
Excellence: "At a time when the world as we know it
is changing rapidly, and many are in deep financial
despair, Judith Glaser and her team have shown an uncanny
ability to help leaders form internal and external partnerships,
to build trust, and catalyze organic growth, even in
the face of difficult market challenges. Benchmark put
'WE-Centric' leadership on the map - it's innovative,
pioneering and gets dramatic results. In business this
is still our measuring stick."
Shoulder
of Fortune By Bob Goldman(Work Daze @ funnybusiness.com)
“Bosses are particularly conflict-averse,” is the answer
reporter Mattioli gets from Judith Glaser, CEO of Benchmark
Communications, Inc. You know this is true. These highly-paid,
high-powered individuals are expected to be dynamic
...
Layoff
Sign- Boss' Cold Shoulder October 21, 2008,
Wall Street Journal- Marcia Finberg's relationship
with her boss had been cordial during the three years
she worked as vice president of marketing and business
development for a Phoenix hospital. Her boss, the CEO,
always made small talk and followed up with her on projects.
When this rapport suddenly stopped, Ms. Finberg knew
something was up. Three months later her job was eliminated.
Training
the New ManagerBNet. "I see the same
pattern again and again," says Judith Glaser, a New
York based consultant.
"New managers have to have all the
answers. They feel the need to demonstrate their ability
to do something. They stop asking questions. They begin
to act as more of a boss than a leader. It's the main
reason most managers need coaching."
Create
a culture of trust and safetyThe Hindu News
Service. Dreams are an investment in the future
of your people and your brand, says Judith E. Glaser
in 'The DNA of Leadership'. She finds that new ideas
are created by cultivating, at an organisational level,
the capacity to dream.
"People need time and space to imagine
what could be. Wise leaders create environments where
people are encouraged to dream, and where no dream is
too foolish to share."
One of the first tips for 'aspiring'
leaders is to be future-based, and to project themselves
into the future and freely speculate about what is possible.
Schedule downtime together away from the pressures of
the office, and consider using a trained facilitator,
the author suggests.
An
indication of extrinsic interference? How disconcerting
to read about the Sheriff (Susan) Benton/Commissioner
(Barbara) Stewart encounter in the courthouse parking
lot. What a shame that our sheriff has to "lower" herself
to get the attention of Barb Stewart to meet with her.
Judith Glaser, on the other hand, writes in her DNA
of Leadership, that a micromanager believes "he or she
is the center of the universe and is also known as the
Diva." Let's face it, practically all the literature
states that micromanaging is more damaging than helpful.
A
New Leadership Forum Research has shown that
of the top 20 characteristics of admired leaders, Integrity
is selected #1 almost 90% of the time across all companies,
industries and leaders. The next most frequently selected
attribute is 20 points lower.
Liminal
Group Presents Riding Out the Perfect Storm: The Future
of Business & Strategy Summit The Future of
Business & Strategy Summit, taking place at New York
City’s Asia Society on October 7, 2008, will give a
peek into the future of business and present attendees
with a how-to strategic guide for dealing with today's
turbulent business environment. Notable speakers include:
David Hauslaib, founder of Jossip Initiatives, a leading
digital media venture started in a dorm room; Bob Rice
former Justice Department lawyer turned garage start-up
entrepreneur turned public company CEO turned best-selling
author; legendary entrepreneur and Chairman of largest
angel investment group in America, New York Angels,
David S. Rose; the millennial generation expert who
saved Deloitte a billion dollars, Stan Smith; the Brazen
Careerist author, Penelope Trunk, whose 130 bloggers
keep American Corporations honest; CRM expert, David
van Toor, who alone drew 5 million unique visitors to
Sage Software’s Community website in 5 months; and work
culture anthropologist and Creating WE best-selling
author, Judith Glaser.
Read
a TMR Review of Gregory GooseTraining Media
Review Published 06/20/2008. Founded in 1993, Training
Media Review provides independent reviews of corporate
learning products and services. TMR reviewers have at
least five years experience and reflect the audience
they are writing for: they are inside trainers and consultants.
Book
Review- Creating WeMeryl.net, Author
Judith E. Glaser has helped numerous organizations large
and small to change and deal with challenges. She tells
stories about real organizations and managers and how
they worked through their challenges. While the stories
provide a learning tool, changing organizational beliefs
and attitudes isn’t quick and easy. Therefore, Glaser
— even with her background — can’t provide fast solutions
to convert an organization from I to WE.
WE-Centric
Leaders - Leadership Derailers May 21, 2008,
Cross Point Search Blog- "This new leadership
is based on inclusivity, and this new breed of leader
will no longer tolerate separateness and silos. They
instinctively know that we do our best work when we
feel connected, and thus they create ways for employees
to interconnect and work synergistically. Organizations
value and reward these leaders because they bring a
new type of power and prosperity wherever they go. They
create incredible positive changes in how work gets
done, changes that shift energy in profound ways and
draw out the talent and wisdom of their employees to
create extraordinary business results. At the start
of the 21st century, these new- style leaders are redefining
the nature of organizations and are shifting the fabric
of the workplace."
Judith
E. Glaser explains "Mind Mapping" and her
Creating We Institute. "Via The Creating
We Institute we´re developing ways to help clients use
tools that enable 'sharing' to take place virtually.
We believe many organizations become less productive
when employees/leaders don´t see eye to eye on projects,
initiatives and strategies."
DNA
of Leadership: Leverage Your Instincts to Communicate,
Differentiate, Innovate. We can blame our parents
for many of the things that go wrong in our lives-that
pesky DNA is always a convenient excuse. And because
our DNA is fixed, we can't change it. But do organizations
have their own kind of DNA? Author Judith E. Glaser
believes that they do, and that an organization's DNA
can be rewritten by significantly altering its leadership
practices. Rex Davenport reviews Judith E. Glaser's
book.
Becoming
a CEO, Many people ask me what it takes to be
a CEO. Some even want me to help them create a roadmap.
The answer is not as simple as it seems. There are so
many variables. In some cases, its dependent upon the
aspirations someone has, and that may include things
like: the size of the company, the industry, the scope
and breadth of products and services, and the geographic
reach – domestic or global.
The
Working Week 46: Judith Glaser on why jobs suck,
Judith E. Glaser, author of Creating We and The DNA
of Leadership and CEO of Benchmark Communications. As
Judith explains, work can quickly become a depressing
parallel dimension when aspirations are not met.
Creating
WE wins 2008 Axiom Business Book Award, Creating
WE: Change I-Thinking to We-Thinking & Build a Healthy
Thriving Organization, by Judith E. Glaser (Platinum
Press) won a Bronze Award in the Leadership Category
of the 2008 Axiom Business Book Awards.
Change
Your Mindset - Change Your Life Judith E. Glaser
feature at Success Television, December 25, 2007.
The year is new and you know change is going to happen.
Our experts have advice on how you can cope, challenge,
instigate or embrace change. The reality is that change
doesn't have to be hard, or negative. Too often we think
of change as something to fear. Instead, let's define
change as a positive challenge that helps us grow.
Judith
E. Glaser Honored Among '100 Thought Leaders on Leadership'Judith E. Glaser was named by Executive Excellence
Publications to their "100 Thought Leaders on Leadership,"
and her firm, Benchmark Communications, Inc. was named
"One of the World's Top Small Firms in Leadership Development."
Besides "Executive Excellence," the highly respected
publishing group, headed by Ken Shelton, includes "Leadership
Excellence," "Sales Excellence" and "Personal Excellence"
magazines.
How
to seduce colleagues into teamwork The Times,
South Africa. Share as much information as you can:
Share with your team as much information as possible
about why their effort is so important to the company.
Judith Glaser, CEO of New York City-based Benchmark
Communications, encourages her clients to “open up your
company’s closets. Put the brutal facts on the table
— whether it’s ‘We slipped this quarter’ or some other
difficult news. You’ll make people want to protect your
company.”
Outstanding
Perfomers Are Willing To Do The Things Other People
Won't Doby The Common Sense Guy. Judith
Glaser is a friend of mine. I mentioned her book, Creating
We, in my post on Monday. Creating We was named as one
of the 40 best business books of 2005 by Forbes Magazine.
I once asked Judith how she fit in writing this book
with her heavy consulting schedule. She told me that
she got up at 4:00 every morning and wrote until 7:00
for several years before she found a publisher. Wow!
We
-- An Idea Whose Time Has Comeby The Common
Sense Guy. I am a big fan of the “We” concept. My
friend, Judith Glaser, wrote an excellent book called
Creating We in 2005. In that book, Judith explored the
concept of "We" as it pertains to building an engaged
and committed workforce.
Hollywood,
Inc. - What Celebs in Charge Can Teach You
ADM Schools by Dawn Papandrea & Gina LaGuardia -
"Martha, in jail, had her audience, her TV cameras,
and her opportunity to build and rebuild her brand,"
says Judith E. Glaser, author of "Creating We: Change
I-Thinking to We-Thinking & Build a Healthy, Thriving
Organization".
A
Goose Learns to Lead: Meet Gregory PMThink!
Project Management, Thought Leadership, - I just
returned from a mind-altering three-day thought leadership
summit in Connecticut, hosted by Judith Glaser, author
of Creating We and The DNA of Leadership (both of which
are landmark books for leading change and ensuring alignment
in your organization or team).
DNA
of Leadership BusinessWeekOnline, -
Benchmark Communications' Judith Glaser talks about
how the old rules for thriving as a leader no longer
apply.
DNA
of Leadership at the Edge BlubrryOnline,
- The DNA of Leadership Leadership at the Edge: A Podcast
With Executive Coach, Judith Glaser Judith E. Glaser
is one of the most innovative and pioneering change
agents and executive coaches in the consulting industry.
Episode
5 -DNA of Leadership The Beacon Group Blog,
- The term DNA is springing up everywhere in business
these days. However, one of the key factors in developing
an organization with strong Organizational DNA starts
first with Leadership DNA.
Welcome
to the MatrixPink Magazine, There are
76 million reasons to update your office for Gen Y.
Judith Glaser quoted.
Judith
Glaser InterviewQualitative Research Consultants
Association, August 20, 2007. In this first QRCA
VIEWS podcast, Sharon Livingston, Ph.D. interviews world-class
consultant, Judith Glaser.
WE-Centric
Leadership Learning Communications,
September, 2007- At the edge, we can turn away from
others and try to handle the challenges from our own
vantage point, or we can turn to others for help.
Six-Figure
Learnings ExecuNet Blog Online, May
2007- in discussing cultures with the audience, Judith
took them through a couple of polls, one of which asked
them to select the attribute or quality that they felt
was most important in a relationship. There were ten
from which to choose, such as caring, honesty, candor,
etc., but the winner by far was "trust." Surprise, surprise.
USB
hears ‘Co-creating Conversations ’ are needed in business Discover USB, April 11- September 11, 2001 was
the day when the towers of success for American businesswoman
and author Judith E Glaser came crashing down. She was
diagnosed with cancer. Though confronted with the daunting
task of consulting for global companies such as Merrill
Lynch, Siemens, Pfizer and Clairol Inc., this was the
biggest challenge she ever faced.
Are
you and your job the same color? Newsday,
April 15, 2007, by Patricia Kitchen- ... It was 10 years
ago that Debbie Cutler came to a career crossroads:
Should she continue in her accountant role with one
of the big firms? Or was it time to move to a different
company -- or a different line of work?
Bully-Busting
Basics Unique Opportunities, March/April
2007, by Susan Sarver- ... Workplace aggression destroys
morale, leads to staff turnover, threatens patient care,
and wreaks financial havoc. Learning to recognize intimidating
behaviors and how to stop them makes sense legally and
financially.
Help
Your Toxic Worker Change Monster, March/April
2007, by Matt Krumrie- ... You can help your toxic worker
get past his bad behavior. Here's how to adjust your
attitude toward him and get him to change his ways.
Coaching
HR: HR professionals can benefit from a service they
provide for others. SHRM Online article by
Lin Grensing-Pophal,February 2007: Glaser,
author of The DNA of Leadership (Platinum Press, 2006),
says there’s a tendency for professionals in any field
to “start to work in a zone of comfort around approaches
and philosophies,” and that “is the place where learning
stops.” Working with a coach, she continues, “reawakens
us to stretch and begin to think in new ways and rejuvenates
our way of thinking.”
Co-creating Conversations … Weaving The Golden Threads of Trust
Opening Keynote Speaker for TLG 2007 in Bellevue, WA,
By
Judith E. Glaser, CEO & President of Benchmark Communications,
Inc. A decade ago, power, control, and authority were
considered acceptable behaviors. Today, we measure ourselves
against a new yardstick of leadership success. It is
interdependence that counts. This article focuses on
how to shift a workplace from fear-based power-over
environments (I-centric), to aspirational-based power-with
environments (We-centric). When leaders understand the
condition necessary for Creating We, they are able to
"be the change they want to see in the world."
Talk
Like a Leader
Computerworld IT Management, Dec. 11- “New-style
thinking says that leaders don't have all the answers.
Their job is to initiate conversations to come up with
the strategies for success. I call this new inclusive
approach "we-centric" leadership.” says Judith Glaser,
executive coach and author of The DNA of Leadership.
Do
CEOs Make Good Politicians?
Economic Development Futures Journal, Nov. 20- “Once
you get in office, you have to start to build consensus,
and CEOs get startled,” Judith Glaser, executive coach
and author of The DNA of Leadership, says.
The
Genetic Code of Leadership
St. Paul Pioneer Press, Oct.19- Executive coach
Judith Glaser believes "leadership genes" determine
success or failure. But fortunately, she says, business
leaders can learn to use these genes to their advantage.
CuttingsPerformance Appraisals are Worthless. By Geof Cox,
New Directions, LTD.
Got
the Bad-Boss Blues?
NY Newsday, Oct.16- Here's how to cope if yours
is a jerk. Benchmark Communications' Judith Glaser quoted
on how to deal with it head-on.
Travel
or get a job? He'll have to decideMilwaukee
Journal Sentinel Online, Judith Glaser's book "The
DNA of Leadership: Leverage Your Instincts to Communicate,
Differentiate, Innovate" (Platinum Press, 2006) noted
as useful in article.
DNA
of LeadershipBusinessWeek, May 19 -
Benchmark Communications' Judith Glaser talks about
how the old rules for thriving as a leader no longer
apply.
Storytelling
with ChildrenAppreciative Inquiry Network
article about Judith E. Glaser's Children's World
Experiment.
Mind-Set
of the Innovator CMO
Online Magazine- The Resource of Marketing Executives.
10 common innovator traits, compiled by Judith E. Glaser,
author of Creating We: Change I-Thinking to We-Thinking
& Build a Healthy, Thriving Organization. September
2005
Harvard
Management Update Harvard
Management Update article by Lauren Keller
Johnson. References Judith Glaser's book Creating
WE and her work. September
2005
Coach’s
Corner: Fear Factor Small
Business Review online Q & A column by Judith
Glaser and Nancy Snell. August
2005
On
The Same Page Connecticut
Business News Online article quoting Judith Glaser. August
2005
Fridge
Rage Office-Politics.com article quoting Judith Glaser. May 2005
Judith
Glaser perfectly balances the "why" of leadership with
cogent and executable advice on how to take struggling
organizations and turn them around.
