Lwb book

BUILDING TOMORROW’S LEADERS TODAY. “THE NEW WORLD CALLS FOR A FRESH KIND OF LEADERSHIP ONE THAT IS DEEPLY ROOTED ON A MORE POSITIVE, COLLABORATIVE HOLISTIC STYLE.”

BY LORENZO JOORIS

A handbook of practical ideas and solutions for creating leaders for this generation

Published By:

92 Paul Street – London - EC2A 4NE United Kingdom

CONTENTS CHAPTER 1 INTRODUCTION

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WHERE WILL LEADERS COME FROM?

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AN EXAMPLE OF NEW THINKING

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WHAT IS LEADERSHIP?

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ARE LEADERS BORN OR MADE?

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ARE YOU A LEADER OR A FOLLOWER?

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COMMON STEREOTYPES

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CHAPTER 2 A ROAD MAP TO BUILDING FUTURE LEADERS

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INVESTING IN THE YOUTH

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THE YOUTH IN DEVELOPING ECONOMIES

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BROADENING OPPORTUNITIES FOR YOUNG PEOPLE

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KNOWLEDGE AND THE YOUTH

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THE ROLE OF EDUCATION

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CHAPTER 3

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LEADERSHIP AND SOCIAL CHANGE

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THE SOCIAL ENTREPRENEUR

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THE LEADERS OF TODAY

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LEADERSHIP AND SOCIAL ENTREPRENEURS

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CHALLENGES FACED BY SOCIAL ENTREPRENEURS

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THE SOCIAL ENTERPRISE

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CHAPTER 4 A ROAD MAP FOR BUILDING A KNOWLEDGE BASED SOCIETY

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BUILDING A KNOWLEDGE BASED ECONOMY

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THE ROLE OF INNOVATION FOR DEVELOPMENT

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DIRECTLY REDUCING BARRIERS TO INNOVATION

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FROM INFORMATION TO KNOWLEDGE

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CHAPTER 5 WOMEN IN LEADERSHIP

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THE BARRIER FROM TRADITIONAL ATTITUDES

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TOP 7 QUALITIES OF WOMEN LEADERS

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WOMEN LEADERS IN THE COMMUNITY

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CHAPTER 6 ENTREPRENEURSHIP

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WHAT IS ENTREPRENEURSHIP?

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AN ENTREPRENEURIAL MINDSET

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WHO CAN BECOME AN ENTREPRENEUR?

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CHAPTER 7 A CASE STUDY: NELSON MANDELA

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A CASE STUDY: MOHANDAS KARAMCHAND GANDHI

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A CASE STUDY: MARTIN LUTHER KING JR.

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BOOK

REFERENCES & RESOURCES

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About the Author Lorenzo Jooris, has dedicated most of his professional career to the study of Leadership. He is currently the CEO & Editor in Chief of LEADERS Middle East magazine. Founder of Leaders without Borders, a non for profit that encourages the development of young leaders around the world.His latest book, Recipes for a Better World, promotes, through the words of iconic world Leaders, ideals for shaping a better tomorrow. He is the founder of the Leaders Debates, a platform that encourages an open dialog between world Leaders on various subjects such as Sustainability, youth development and women empowerment. He has travelled the world to more than 60 countries interviewing high profile government dignitaries , VIPs and private sector CEOs.

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Note from the Author It doesn’t take long to see that we messed up.

We messed up pretty badly.

Global events of the past couple of years make it painfully evident that we are on the brink of a major choice-point: to continue trying to resolve our differences through force that further divides us or to work together toward a better world for all of us. Continuing to think and behave like we have been doing seems to be suicidal while working together appears to be impractical and unattainable. This apparent paradox makes for a resigned, powerless global population.

Over the last 100 years we have grown, we have gone far but to the expense of depleting our own habitat, our own ecosystem, our own home.

We have put in practice systems that favor the progress of a few without being able to satisfy the needs of a suffering majority.

The industrial revolution has allowed us to go to the moon, but has also contributed towards wiping out 50% of our forests, and creating a marginalized group of people that today live under less than a dollar a day.

We know little about implementing a proper distribution of wealth, or a balanced use of our resources.

We see huge numbers displaced from their homelands, communities forgotten with access to the bare minimum of survival.

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The new world calls for a fresh kind of leadership, one that is deeply focused on a more positive, collaborative holistic style. It is our role to promote and encourage the development of such Leaders, or else be doomed to a world of disarrays, further inequality, and overall chaos.

In my 15 years of interviewing high profile individuals, Presidents from around the world, Prime Ministers, CEO of top organizations, I realized a few things.

Very few of them seemed to have a deep understanding, the details, or the day to day operations of the organization, ministry, or even country they were running. Interview after interview I kept on feeling disappointed by the lack of knowledge this people seemed to have about the institutions they were heading. They always left me with this “un impressed” feeling of them. Thinking “is this guy really the CEO of one of the most important banks in the region?” And as I went along, I started realizing that maybe I was the one mistaken.

You want to reach to the top? Don’t waste your time learning the details of your organization. Seems to be that this is not mandatory for being the one in charge. But one thing they did know very well, they knew exactly where they wanted to be 6 months from now. The great majority of them possessed this huge ambition of what they wanted to accomplish, and trust me, it was not small. Here is another gem and interesting fact; most of these goals were unreachable, in the eyes of normal people like you and me. It would be one of those ideas that left the middle management thinking “sure, and how you planning to accomplish that?” Here is why the middle management is the middle management. They only see these goals from an operational point of view. This is exactly why they never go any further than that.

Because they are intoxicated with all the procedures, do’s and don’ts of the company and industry they represent. We develop an internal blockage on how we could move forward, blinded by fear and the simple fact of knowing too much. So, this is why the guy at the top doesn’t know that much. It’s his job not to know!

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My second important discovery, travelling around the world as a journalist, interviewing and learning from top Leaders, is that the big majority of them, did not know they were going to go so far. Most of them didn’t set out a plan to reach to the top. They simply found themselves there.

What? Yeah. When interviewing all this people most of them say to have never truly aimed at being where they were today. It just happened. So forget about the Power of the Secret, and that your wish is my command boloni.

This people didn’t wake up everyday thinking, “oh I want to become the CEO of my organization” they woke of wanting to do great things, regardless of where this was going to take them. Their ultimate goal was not where this new project was going to take them, rather the passion they had about it, the interest in developing something that created value, that most of the time was even far away from making money.

If you look at some of the great inventions of the last decade, things like Facebook, MAC, Uber, etc, etc, they were all born with humble beginnings without even having an ambitious goal of wanting to grow so big. Facebook was only aimed at being used by Harvard university students. Steve Jobs had no idea that his products where going to revolutionize the entire IT industry for good. Yeap, none of them set out ambitious goals to start off.

A - Those guys don’t normally know jack about their industry, why? Because they didn’t enter one, they created one.

B – None of them guys set out to be some big hotshot. They were all just passionately immersing themselves in a venture, that in the eyes of everybody else would not even be a money maker.

There are three elements to make a value proposition of any product, service or organization. The Why, the How, the What. Your typical guy would use this from the outside in.

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He will explain to you What he sells, how he does it, and lastly why, and in most cases the concept of the why is not event present to them. For the other outliers, successful people, it is the other way around. Their first element is the Why. Why they do what they do, the How and the What becomes secondary.

Steve jobs set out to build something different, this was his why, the how was his unique designs and unparalleled level of detail on his products, and lastly the What, were computers. The people that buy MAC don’t buy computers, the buy a whole a lot other thing.

Finally these Leaders have a something in them. Something intrinsic, difficult to put a finger on, we make call it a sense of “self-awareness”, a kind of contagious self confidence in them. Something that shows that there are no barriers to what they do, there are no no’s in his language, they don’t seem to focus on the problems or the obstacles to reach a certain goal. They just go for it, and they know they will solve everything in between.

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CHAPTER 1 INTRODUCTION

e humans have the opportunity to consciously participate in our evolution for the first time in history—to consciously evolve. Never before has a species possessed the ability to choose whether it continues to evolve toward a higher form or ‘devolves’ and becomes extinct. Those who take a stand for this new truth—before it becomes more commonly believed—will be the leaders who create the future we’d all prefer: what I call the ‘better future.’

These leaders of a more conscious evolution may not initially be popular.

After all, they will be opposing many of the current trends and advocating new approaches. This may cause them to be branded ‘conservative’ by the liberals or ‘leftist’ by the Right Wing. These leaders transcend left and right, conservative and liberal. They stand for a new way for us all to exist in a sustainable world together, not exasperating our differences and warring with one another. There are many of these leaders already speaking out and, as is often done when a paradigm change is in its beginning stage, most of them are being shouted down. It takes some sophistication to distinguish between the extremists who continue to drive a wedge of separation between the warring ideologies and the ‘radicals’ who are leading the way toward a future whereby all humans continue to evolve and grow in a climate of dignity, respect and security. The extreme left and the extreme right ideologists are hurling violence, disrespect and insults at each other like armies toss grenades and drop bombs on one another.

It is still violence; it continues to divide people; and it is not sustainable.

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“How we forge our young generations is how we will develop our nations into the Future.�

Albert Einstein

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Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen. A leader is a person who influences a group of people towards a specific result. It is not dependent on title or formal authority. The new world calls for a fresh kind of leadership, one that is deeply focused on a more positive, collaborative style of entrepreneurial behavior, and which seeks to give associates as well as management the confidence to be creative and to lead change.

Leadership must allow people the freedom to maximize their input and thus confidently add value above and beyond their daily output, regardless of whether or not their ideas are successful every time.

There could never be a worse time for a shortage of positive leadership and entrepreneurial spirit. As corporations are challenged by smaller, more nimble competitors, the thriving organizations of the future, as well as the successful leaders of the future, will be those that thrive on change and never become complacent. Yet, according to a recent study by Accenture, entrepreneurial behavior, in both leaders and followers, is in short supply in the current market and almost two-thirds of the Fortune Global 50 has fallen off the list in the last 25 years.

This level of receptivity to ideas and potential failure is never easy. Research by international consulting firms show that challenging employees to create an environment in which we are never satisfied with whatever success we enjoy at a particular moment in time is one of the most difficult behaviors for leaders to accept. Yet, we know all too well that the potential benefits of positive entrepreneurial behavior can be extremely beneficial to both business and to society.

Where will Leaders come from?

When paradigms change, the agents or catalysts for change rarely come from within the core of the system. The established leaders are usually so embroiled in the traditions, beliefs and priorities of the system they rarely even see the need for change, much less initiate it.

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Only the newcomers dare to blow the whistle on the naked emperor.

Similarly, this leadership for a new consciousness is coming from unexpected places: smaller countries, lesser-known personalities, individuals without rank or title. These people can see dysfunction and policies that border on the insane because they have some distance and objectivity, and are not mired down in the system.

These leaders for a better future possess a unique combination of strengths—a powerful vision for what is needed to become a sustainable species as well as the spiritual chutzpah to act on their vision. While traditional leaders spend years building resumes, acquiring wealth and power, and playing politics to get the titles and ranks they achieve, these new leaders know that the way to this better future is incredibly simple.

No widespread trainings are needed; no large budgets are required; no expert consultants need to be hired; and it doesn’t require years to implement. All we have to do is change our thinking. It can happen in minutes!

Changing our mindsets can be done simply by letting go of beliefs and attitudes that no longer serve us. It can happen by shifting our point of view. To these new leaders, it is simply a return to a sane and sensible way of living together.

An Example of New Thinking As more and more people come to realize that the old ways don’t work and that new thinking is needed, as Einstein told us long ago, more and more leaders of this new kind will step forward. “Conscious leadership” is the term I’ve created to communicate this quality that is being called for in leading people, organizations and society. The Dalai Lama said: “As people see their predicament clearly—that our fates are inextricably tied together, that life is a mutually interdependent web of relations—then universal responsibility becomes the only sane choice for thinking people.” Conscious leaders are coming from many unexpected sources. They include disillusioned corporate executives, students who don’t know they aren’t supposed to be able to do what hasn’t been done before, women who possess an innate perspective about sustainability and, on occasion, someone who is part of the existing system who nevertheless sees the wisdom in

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“Now that we’ve embraced our diversity, celebrated our pioneering spirit, made a fresh commitment to excellence and given something back to the community, does anyone remember what we do to make money?�

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changing our worldview to one that offers greater hope, inspires a larger vision, honors the human spirit, and sets the stage for humanity to fulfill a higher destiny.

Today’s leaders are facing challenges their forebears never had. Not only are they confronted with ongoing economic uncertainty and geo-political instability, they must also navigate an increasingly complex global marketplace with a growing millennial workforce that demands a whole new style of leadership. It’s a whole brave new world for today’s leaders, which is why there’s no time to waste developing tomorrow’s. As organizations have grown flatter and middle management thinner, the decision-making has been pushed down. Drawing out and developing the leadership skills of those who would have otherwise not been given leadership responsibility has become the new mission critical. Here are four ways to optimize it.

What is Leadership?

In the broadest sense of the word, a “leader” is someone who brings people together and guides them toward a common goal. Anyone can tell others what to do, but effective leadership requires much more than the ability to assign tasks to a group. Throughout history, much has been written about what it means to be a leader. Chinese military general and “Art of War” author Sun Tzu described a leader as one who “cultivates the moral law, and strictly adheres to proper methods and discipline.” Nineteenth-century historian Thomas Carlyle believed leaders were born and not made, while English philosopher Herbert Spencer argued that leaders were the result of the society in which they lived. The decades that followed brought countless studies and research reports that detailed a wide variety of skills, styles and characteristics related to leadership.

Researchers at the University of Michigan identified three specific types of leaders (task-oriented, participative and relationship-oriented) in the 1940s and ‘50s. In the ‘70s, author Ralph Stogdill named capacity, achievement, responsibility, participation, status and situation as the six categories of personal factors associated with leadership. Research published in the Harvard Business Review in 2000 by author and psychologist Daniel

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Goleman uncovered six different leadership styles: commanding, visionary, “affiliative,” democratic, pace-setting and coaching. With all of these differing schools of thought, it’s clear that there’s no single definition of leadership, and that what works for one leader may not necessarily work for another, depending on the circumstances and personality type. But there’s one thing that nearly every academic, historian and even leaders themselves agree upon: A true leader must be able to inspire his or her team.

Whether they led a company or a country, history’s best leaders understood the importance of providing the motivation and direction to achieve larger goals. Poor leaders lose the faith and trust of the people they lead, while great leaders seem to lead without effort. The character, actions and thoughts of a leader, good or bad, permeate an organization. Your goal should be to demonstrate the best qualities of a leader while encouraging the same from those who follow you.

Are Leaders Born or Made?

This is a debate as timeless as the question “Which came first: the chicken or the egg?”

Some people think leaders are born—they naturally possess the social intelligence and charisma that motivates others to work together. Others believe that leaders are made—they build their skills with practice, experience and mentoring.

So which is it—born or made?

It turns out that both camps are right. Researchers have found that leaders come by their talents partly through genetics but mostly through hard work and persistence. In fact, one study from The Leadership Quarterly1 on heritability (that is, the innate skills you bring to the table) and human development (what you learn along the way) estimated that leadership is 24 percent genetic and 76 percent learned. If it takes more than a winning personality to rally people around you toward a common goal, maybe it’s time to finally put aside the debate over whether great leaders

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“Nearly all men can stand adversity, but if you want to test a man’s character, give him power.”

Abraham Lincoln

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are born or made. Yes, genetics may give some people a faster start out of the gate. But as the old saying goes, “It’s not what you’ve been given but what you do with it that matters.” Bottom line: Leadership isn’t a race; it’s a marathon that is run in stages throughout a career. It doesn’t matter how a leader comes by his or her skill. There is no such thing as a perfect leader or a one-size-fits-all way to lead. What matters is that you possess the requisite skills for the job and that you are willing to apply those skills for the benefit of those you lead. Fortunately, that’s something each of us can learn.

Stewart Friedman, the founding director of the Wharton work / Life Integration Project, says he has the definitive answer. In his newest book, Leading the Life You Want, Friedman explores the skills you need to be a leader, how to develop them, and how to devote your life to your work without losing everything that’s important to you. His research has led him to conclude that people are not born to be great leaders.

“One of the myths that I am trying to bust ... is that you are born with this capacity to be great. Not true. It is a matter of, yes, skill. There is a lot of luck. But there is also persistence, discipline, passion, and courage to pursue that which is most important to you and to the people around you.”

Are you a Leader or a Follower?

Understanding, and accepting, your natural skills will enable you to figure out how to increase your knowledge and expertise. Some of us have leadership potential, whilst other individuals may find they are more competent and confident followers. Acknowledging which title best defines you and your abilities will therefore empower you to work to your strengths

Common Stereotypes A person who rules or guides others is known as a leader. This person may also possess good motivational skills. A follower or team player, on the other hand, is an individual who accepts the leadership of another

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person. A common stereotype of these roles however, is that a leader is someone who is in charge of a team or situation or is simply an individual who is seen as being higher up in the hierarchy. A more appropriate definition of a leader would be someone who makes the final decision.

Leadership is a process and not a position. In order to take charge of a situation it is important that the individual in charge is able to motivate and inspire others. The necessary skills required to do this should also be complemented by the charisma to persuade others to work towards achieving success. Within a team of followers however, there may be a number of leaders who help set direction and commitment to a project, and help create a focus for alignment.

Natural leaders are confident people who draw other people towards them with ease. Having god interpersonal skills is beneficial, as too is having the confidence to be socially assertive and the flexibility to adapt to any situation. Followers may be as skilled, motivated, competent, confident and knowledgeable as a leader but may find they prefer to take action from request rather than inspire and persuade others to do so. Followers may also enjoy contributing within a team of individuals, or working to create impact in other ways, without having to be responsible for outcome.

Managing a course of action according to the situation is an effective way of utilizing a number of important key skills. As a leader you are expected to motivate others to complete tasks or projects. You are also expected to carry responsibility if this is not achieved successfully. A leader is also responsible for influencing others and inspiring them to develop their skills and abilities. Followers, on the other hand, need to know that their individual contribution is valued. This means that a leader must not sabotage a follower’s efforts in any way, but offer praise for tasks that are completed successfully. If you are a leader it is important that your followers are able to trust you. If other people have confidence in your judgment your leadership skills will continue to grow. Your success is considerably impaired however, if followers feel there are discrepancies between how you view yourself and the knowledge and experience that you share with them as a leader. Ensuring you continue to develop leadership skills, through feedback from your team of followers, will enable a leader to motivate and inspire with renewed confidence.

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“I’m sending you to a seminar to help you work harder and be more productive.”

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CHAPTER 2 A ROAD MAP TO BUILDING FUTURE LEADERS Investing in the Youth he United Nations recently projected (2015) that the world population will surpass 7 billion people by the end of this year and will continue to soar through the century. In a world already grappling with a changing climate, water shortages, famine and disputes over land usage, the future presents new and profound challenges. We are reaching a crisis point as dramatically increasing food demands are placed on already-stressed farmers—as well as the entire agriculture industry. Hunger kills more people than AIDS, malaria and tuberculosis combined. And the problem is only growing worse. Food production must double by 2050 to meet the population growth in developing countries.

The Youth Solution to ensure global economic and political stability, we must now work to create long term solutions to feed a growing world. And within our youth lies the power to change the course of history and build a more sustainable future. Globally, there are more than 1.3 billion young people ages 12 to 24. Many of these are rural youth without access to resources to develop a viable future. These young people can lead the next “Green Revolution” that will build a truly sustainable world. Empowering them to do so is our greatest responsibility.

The youth in developing economies The world now has the largest generation aged 15 to 24 in history, and almost 90% of these young women and men live in developing countries.

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High fertility rates in the developing world mean that their share of the global population is likely to increase over the next 20 years (UNICEF, 2012) and many developing countries are already experiencing a ‘youth bulge’.

The international community is assessing its progress toward the Millennium Development Goals (MDGs) and preparing the post-2015 agenda.

This presents a one-time window of opportunity for a concerted international effort to help developing countries reap a ‘demographic dividend’ from educated, healthy and gainfully employed young women and men, and achieve far higher economic growth rates.

The benefits to countries in terms of human, social and economic development include increased productivity, lower health costs, enhanced social capital, and greater individual and community resilience to cope with shocks. Investment in mechanisms for youth participation at every level can improve policy and programming, promote civic engagement and encourage good governance. Investment in young people is, in short, an effective way to meet development priorities amid the global contraction of development assistance.

This briefing accompanies a report analyzing secondary evidence, key expert interviews and case studies to argue for the application of a youth lens to development agency funding and policies. Large numbers of young people present countries with an unprecedented opportunity to deepen their human capital. Declining fertility means that countries have a larger proportion of people of working age relative to the proportion of children and elderly people, making more income available per dependent. In a country whose ratio of children and elderly people to workers declines by 25 percent, every real or rupee collected in taxes can finance a 33 percent increase in spending per dependent that could be used to develop and maintain their human capital (assuming per worker tax rates are constant). Within families, a decline in the number of siblings means more resources available per child. Thus, the economic conditions for investing in children and dependent youth have never been better.

With the right policies and institutions, a rising share of working-age people in the population can boost economic growth. One study attributes more than 40 percent of the higher growth in the East Asian “tigers”

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“To lead people, walk beside them. As for the best leaders, the people do not notice their existence ... When the best leader’s work is done, the people say, ‘We did it ourselves!”

Lao Tzu, philosopher

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versus that in Latin America during 1965–90 to the faster growth of the tigers’ working-age population, combined with their better policies on trade and human capital development (Bloom and Canning, 2004). Indeed, the skills of the labor force, built largely during childhood and youth, are an important determinant of a country’s overall investment climate.

Skill shortages, a feature of all developing countries, tend to be smaller where enrollments in post–primary education are high. How can countries address the challenges posed by the youth bulge? Countries can help by broadening opportunities for the young to develop human capital; by helping them choose among those opportunities; and by providing second chances when the choices are missed or don’t work

Broadening opportunities for young people Many countries still don’t provide enough avenues for young people to build their human capital, whether through access to learning of sufficient quality or through smooth entry into jobs in which they can develop skills. To make the most of their demographic window of opportunity, many countries need to do more. Improve the quality of basic education.

Even though there has been dramatic progress in the numbers of young people who are completing primary school, poor quality is a constraint.

In several African countries, fewer than half the young women aged 15–24 can read a simple sentence after three years of primary school—and fewer than 60 percent even after six years in countries such as Ghana and Zambia. Many young women do not know certain basic facts that could save their lives

Knowledge and the Youth The greatest power we can give to mankind is knowledge. In developing countries, especially, investing in education is perhaps the best solution governments and private sectors could do in order to solve the problem of poverty. In the case of children, education done in the proper way aids greatly in helping them improve the society which they live in today.

Thisincludes being able to make demands to those around them in deter

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mining what is and is not beneficial for their growth. Oftentimes we see young people being silenced because the “grown ups’ think they do not have the “proper information.” Children are always “mistaken” because “do notknow anything.” But that is precisely the problem. How can we know if we aren’t given the chance to learn? Instead of simply maximizing profit or gain and, convincing us (or our parents) to patronize their products, I would like to see more businesses giving back to the society that keeps them alive. And this should not only be about one-time events or marketing campaigns, but a true commitment for the common good.

The human person is gifted in so many ways we can imagine. Young people, especially, with our vibrancy and optimism, are more creative than we are given the chance to be. Businesses, with their resources have a great capacity in harnessing the talents of young people and giving them the chance to do better. Encouraging us to be active participators among the change makers in our society encourages us to go beyond ourselves.

As the main drivers of our economy, having a voice in businesses, even in governments, allows us to develop our capabilities outside the classroom and outside our families. We should not simply be forced to take in what is given to us, especially in the present time where we are being transformed into simple tools for profit. When we work hand in hand with those who are more capable than we are, whether that be in terms of financial or labor capital, we are able to make better provisions for a world wherein both young and old learn to work together to improve society.

The role of education Education is a crucial sector in any nation. Being a major investment in human capital development, it plays a critical role in long-term productivity and growth at both micro and macro levels. Education in every sense is one of the fundamental factors of development. No country can achieve sustainable economic development without substantial investment in human capital. Education enriches people’s understanding of themselves and world. It improves the quality of their lives and leads to broad social benefits to individuals and society. Education raises people’s productivity and creativity and promotes entrepreneurship and technological advances.

In addition it plays a very crucial role in securing economic and social progress and improving income distribution.

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“To be an effective team leader, you need patience, strenght, insight, tenacity and courage.If that dosen’t work, bribe them with doughnuts.”

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CHAPTER 3 LEADERSHIP AND SOCIAL CHANGE The Social Entrepreneur ocial entrepreneurship is the attempt to draw upon business techniques to find solutions to social problems. This concept may be applied to a variety of organizations with different sizes, aims, and beliefs.

Conventional entrepreneurs typically measure performance in profit and return, but social entrepreneurs also take into account a positive return to society. Social entrepreneurship typically attempts to further broad social, cultural, and environmental goals often associated with the voluntary sector. Social entrepreneurship is distinct from the concept of entrepreneurship, yet still shares several similarities with the classic concept. JeanBaptiste Say, a French economist, defined an entrepreneur as a person who “undertakes” an idea and shifts perspectives in a way that it alters the effect that an idea has on society.

An entrepreneur is defined by Peter F. Drucker as someone who “shifts economic resources out of an area of lower and into an area of higher productivity and greater yield. “The difference between “entrepreneurship” and “social entrepreneurship”, however, stems from the purpose of a creation. Social entrepreneurs seek to transform societies at large, rather than transforming their profit margin, as classic entrepreneurs typically seek to do. Social entrepreneurs use a variety of resources to bring societies into a better state of well-being.

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“A leader is someone who crafts a vision and inspires people to act collectively to make it happen, responding to whatever changes and challenges arise along the way.

A sustainability leader is someone who inspires and supports action towards a better world.�

Polly Courtice, Director, CISL

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The concept of “social entrepreneurship” is not a novel idea, but it recently has become more popular among society and academic research, notably after the publication of “The Rise of the Social Entrepreneur” by Charles Leadbeater. Many activities related to community development and higher social purpose fall within the modern definition of social entrepreneurship. Despite the established definition nowadays, social entrepreneurship remains a difficult concept to define, since it may be manifested in multiple forms.

A broad definition of the concept allows interdisciplinary research efforts to understand further and constantly challenge the notion behind social entrepreneurship. No matter in which sector of society certain organizations are (i.e. corporations or unincorporated associations and societies), social entrepreneurship focuses on the social impact that an endeavor carries. Whether social entrepreneurship is altruistic or not is less important than the effect it has on society. The terms social entrepreneur and social entrepreneurship were used first in the literature on social change in the 1960s and 1970s. The terms came into widespread use in the 1980s and 1990s, promoted by Bill Drayton the founder of Ashoka: Innovators for the Public, and others such as Charles Leadbeater.

From the 1950s to the 1990s Michael Young was a leading promoter of social entrepreneurship and in the 1980s, was described by Professor Daniel Bell at Harvard as ‘the world’s most successful entrepreneur of social enterprises’ because of his role in creating more than sixty new organizations worldwide, including the School for Social Entrepreneurs (SSE) which exists in the UK, Australia, and Canada and which supports individuals to realize their potential and to establish, scale, and sustain, social enterprises and social businesses. Another notable British social entrepreneur is Andrew Mawson OBE, who was given a peerage in 2007 because of his regeneration work including the Bromley by Bow Centre in East London.

Although the terms are relatively new, social entrepreneurs and social entrepreneurship may be found throughout history. A list of a few noteworthy people whose work exemplifies the modern definition of “social entrepreneurship” includes Florence Nightingale, founder of the first nursing school and developer of modern nursing practices; Robert Owen, founder

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of the cooperative movement; and Vinoba Bhave, founder of India’s Land Gift Movement. During the nineteenth and twentieth centuries some of the most successful social entrepreneurs effectively straddled the civic, governmental, and business worlds. Such pioneers promoted ideas that were taken up by mainstream public services in welfare, schools, and health care. At times, profit also may be a consideration for certain companies or other social enterprises.

The Leaders of Today There are continuing arguments over precisely who counts as a social entrepreneur. Thus far, there has been no consensus on the definition of social entrepreneurship, so many different sorts of fields and disciplines are associated with social entrepreneurship. Philanthropists, social activists, environmentalists, and other socially oriented practitioners are referred to as social entrepreneurs. The fact that social entrepreneurs fall under various career types is part of the reason it is difficult to determine who is truly a social entrepreneur.

David Bornstein (author) has even used the term “social innovator” interchangeably with social entrepreneur, due to the creative, non-traditional strategies that many social entrepreneurs use.[4] For a clearer definition of what social entrepreneurship entails, it is necessary to set the function of social entrepreneurship apart from other socially oriented activities and identify the boundaries within which social entrepreneurs operate. Some have advocated restricting the term to founders of organizations that primarily rely on earned income–meaning income earned directly from paying consumers. Others have extended this to include contracted work for public authorities, while still others include grants and donations.

Social entrepreneurship in modern society offers an altruistic form of entrepreneurship that focuses on the benefits that society may reap. Simply put, entrepreneurship becomes a social endeavor when it transforms social capital in a way that affects society positively. It is viewed as advantageous because the success of social entrepreneurship depends on many factors related to social impact that traditional corporate businesses do

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not prioritize. Social entrepreneurs recognize immediate social problems, but also seek to understand the broader context of an issue that crosses disciplines, fields, and theories. Gaining a larger understanding of how an issue relates to society allows social entrepreneurs to develop innovative solutions and mobilize available resources to affect the greater global society. Unlike traditional corporate businesses, social entrepreneurship ventures focus on maximizing gains in social satisfaction, rather than maximizing profit gains. Both private and public agencies worldwide have had billion-dollar initiatives to empower deprived communities and individuals. Such support from organizations in society, such as governmentaid agencies or private firms, may catalyze innovative ideas to reach a larger audience.

Prominent individuals associated with the term include Pakistani Akhter Hameed Khan and Bangladeshi Muhammad Yunus. Yunus was the founder of Grameen Bank, which pioneered the concept of microcredit for supporting innovators in multiple developing countries in Asia, Africa, and Latin America. He received a Nobel Peace Prize for his efforts and also inspired programs such as the Infolady Social Entrepreneurship Programme. Others, such as Stephen Goldsmith, former Indianapolis mayor, focused social efforts on a more local level, engaging the private sector in providing many city services

Leadership and Social Entrepreneurs Leadership is instrumental to achieving social change. All through history, whether it was for abolishing social norms, overcoming social evils or modernizing history, social change has been impossible without the right kind of leadership. When it comes to mobilizing the masses, igniting passion in people towards a common goal and motivating people to act towards the said common goal, it isn’t possible to unite the people and inspire action without leadership. One person has to spear the movement, and he may not professionally be a leader, and does not have to be a political leader, but he should have the charisma to inspire people and motivate them. A great example from recent times would be that of Anna Hazare, and Indian citizen who inflamed thousands of Indians against the

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injustices of the Indian political system and the rampant corruption in society and politics and launched one of the biggest civil movements Asia has seen in a long time. It is interesting to note that one person or a small group of people has the power to influence how millions feel. A society that is bereft of competent leaders is invariably thrown into dissatisfaction at a small scale and turmoil and anarchy at a larger scale. A leader who is good at what he does, is able to keep people motivated and inspired, works for the greater good of society and not just his own personal gains, and is able to respect his people will be successful in creating a positive and happy society. When people have faith in their leader and feel that they are taken care of, be it economically or socially or politically, they are in a better frame of mind on the whole. Good leadership creates a happy society, and a happy society can build a strong nation!

Most people fail to appreciate how a common leader is often the face of the society and a symbol for it. When people elect a leader they are proud of, or they are placed under the care of a leader who does a good job, there is a sense of pride and identification with the individual that also ties the society together. An effective leader is one that people of the society are happy to call their own, and in turn, the leader ends up bringing the society together and giving them a common, positive identity that the people are all happy to have. Societies are often remembered by their remarkable leaders and not the people, and it is a unique social phenomenon that one man or woman can not only shape the future of several people but can also make them feel closer to one another and strengthen their bonds with each other and with a common identity by virtue of being an effective leader.

Challenges faced by Social Entrepreneurs Many initiatives carried out with social entrepreneurs while innovative, have had problems becoming sustainable and effective initiatives that ultimately are able to branch out and reach the larger society as a whole (versus a small community or group of people). Studies over the qualities encompassed in a social entrepreneur have shown that very few individuals possess the talent and skills of entrepreneurs with a primarily socially

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motivated outlook. Thus, compromises in social initiatives developed, often do not reach large audiences. Since the concept of social entrepreneurship has been popularized only recently, some advocates suggest that there needs to be some standardization of the process in scaling up social endeavors to increase impact across the globe.

A need for policymakers around the globe to understand social initiatives further is useful in increasing sustainability, effectiveness, and efficiency.

Involvement and collaboration between private corporations and government agencies allow for increased monetary gain for carrying out initiatives, increased accountability on both ends, and increased connections with communities, individuals, or agencies in need.

For example, private organizations or nonprofit organizations have tackled unemployment issues in communities in the past. Only short-term solutions are presented, however, or solutions are unable to scale up to a larger degree in order to maximize the number of people affected. Government policies in the financial sector are able to tackle such a large issue; however, the little collaboration that has occurred between the two modes that serve society has stagnated the effectiveness of social entrepreneurship.

This stagnation primarily rests in the motives and goals of social enterprises and that of those in policymaking. Those in policymaking naturally tend to have different priorities than social entrepreneurs, resulting in slow growth and expansion of social initiatives. Since social entrepreneurship has only recently started to gain momentum, current social entrepreneurs are encouraging social advocates and activists to step up as innovative social entrepreneurs. Increasing the scope of social entrepreneurship naturally increases the likelihood of an efficient, sustainable, and effective initiative.

Increased participation draws more attention, especially from policymakers and privately owned corporations that may help shape social entrepreneurs through policy changes, training programs, and leadership development focused on developing social entrepreneurs. Simultaneously research shows that as social entrepreneurs attempt to widen their im-

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pact and scale their efforts, institutions will have a key role to play in their success.

The Social Enterprise A social enterprise is an organization that applies commercial strategies to maximize improvements in human and environmental well-being - this may include maximizing social impact rather than profits for external shareholders. Social enterprises can be structured as a for-profit or nonprofit, and may take the form (depending in which country the entity exists and the legal forms available) of a co-operative, mutual organization, a disregarded entity, a social business, a benefit corporation, a community interest company or a charity organization.

Many commercial enterprises would consider themselves to have social objectives, but commitment to these objectives is motivated by the perception that such commitment will ultimately make the enterprise more financially valuable.

These are organisations that might be more properly said to be operating corporate responsibility programs. Social enterprises differ in that their commitment to impact is central to the mission of the business. Some may not aim to offer any benefit to their investors, except where they believe that doing so will ultimately further their capacity to realize their social and environmental goals, although there is a huge amount of variation in forms and activities.

The term has a mixed and contested heritage due to its philanthropic roots in the United States, and cooperative roots in the United Kingdom, European Union and Asia. In the US, the term is associated with ‘doing charity by doing trade’, rather than ‘doing charity while doing trade’. In other countries, there is a much stronger emphasis on community organising and democratic control of capital and mutual principles, rather than philanthropy. In recent years, there has been a rise in the concept of social purpose businesses which pursue social responsibility directly, or raise funds for charitable projects.

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“As my assistant, your job will be to follow me arround humming the ‘Jaws’ theme every time I enter a room.”

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CHAPTER 4 A ROAD MAP FOR BUILDING A KNOWLEDGE BASED SOCIETY n the information age, knowledge is power. Education is recognized as being the single most important path to development and to limiting poverty. The k-economy is based on a paradigm that focuses on intellectual capital as a prime mover. With knowledge replacing physical and natural resources as the key ingredient in economic development, education and human resource development policies require rethinking.

The fast pace of change, an ever developing information age, is bringing a new paradigm on how nations encourage and promote innovation and creativity. Economic growth and development are knowledge driven and human capital dependent.

The new world calls for a fresh kind of leadership, one that is deeply focused on a more positive, collaborative style of entrepreneurial behavior, and which seeks to give associates as well as management the confidence to be creative and to lead change.

Leadership must allow people the freedom to maximize their input and thus confidently add value above and beyond their daily output, regardless of whether or not their ideas are successful every time.

Investment in human capital is critical in a k-economy. Human capital theory views education and training as an investment that can yield social and private returns through increased knowledge and skills for economic development and social progress (Schultz, 1963).

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The economic argument in favor of knowledge-based education and training is linked to the perceived need of the global economy. It is based on the assumption that economic growth and development are knowledge driven and human capital dependent. Successful innovation requires an abundance of talent and an environment to support it. Few students emerge from secondary or tertiary education with a strong appreciation of the value of innovation in commerce and its contribution to building economic wealth. Employers also cite the general dearth of graduates across many disciplines with the requisite knowledge, skills and attitudes for taking innovative approaches to problem solving. The objective is to create leaders for tomorrow, develop the potential change makers, and channel the great potential of youth for global prosperity.

We live in a world where change is the only constant. The fast pace of change and an ever developing information age, are bringing a new paradigm on how nations encourage and promote innovation and creativity. It is incredible to think that President Lincoln was already talking about change, innovation and reinvention in the 1800’. We tend to think of stormy presents in today’s world where is difficult to keep up with the pace of technology.

Thomas Edison invented the first electric bulb as we know it in 1878. What could possibly be seen as a chaotic present where there was no electricity, where air travel did not exist, and mobile communications where difficult to imagine. The same will be for those looking back on us in the year 2100 looking at the internet as we see electricity of the 1880’.

Taking in consideration that the pace of change multiplies as time passes, we can’t even begin to imagine what the year 2100 will bring; the same way Thomas Edison wouldn’t believe what we have created through his light bulb. A kid entering the schooling system today will graduate in the year 2024. The top ten in demand jobs in 2011 - Did not exist in 2004. We are currently preparing kids at school for jobs that don’t yet exist.

Edison was born in Ohio in the USA in 1847. At school his teacher thought his ideas were crazy and that he might have a learning difficulty. After that, his mother taught him at home. He was full of curiosity and she en-

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“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise -- with the occasion. As our case is new, so we must think anew, and act anew. We must disenthrall ourselves, and then we shall save our country.�

President ABRAHAM LINCOLN, annual message to Congress - Washington, D.C. December 1, 1862

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couraged him to learn things for himself. Thomas Edison is one of the greatest inventors in history and was responsible for more inventions than any other inventor. He created the first research laboratory, which he called The Invention Factory, probably one of his greatest achievements.

Altogether he took out patents on 1093 inventions.

Building a Knowledge based economy: While there is no standard definition of a k-economy, the UK Department of Trade and Industry defined it as a knowledge-driven economy in which the generation and exploitation of knowledge play the predominant role in the creation of wealth. Meanwhile, the Organization for Economic Cooperation and Development defined a k-economy as an economy that is directly based on the production, distribution, and use of knowledge and information.

Investment in human capital is critical in a k-economy. Human capital theory views education and training as an investment that can yield social and private returns through increased knowledge and skills for economic development and social progress (Schultz, 1963). The economic argument in favor of knowledge-based education and training is linked to the perceived need of the global economy. It is based on the assumption that economic growth and development are knowledge driven and human capital dependent.

After centuries of lying dormant, information is now considered to be a wealth generator, not just in terms of contributing to economic performance of the organisation, but as a major contributor to new service-based and knowledge based industries. The information society now creates one out of four new jobs and the number of job vacancies is increasing. The winners will be those who are willing to devote the time and intellectual energy necessary to understand and influence the forces that are shaping the future of the knowledge society. Economist Joseph Schumpeter, who contributed greatly to the study of innovation, argued that industries must incessantly revolutionize the economic structure from within, that is innovate with better or more effective processes and products,

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such as the shift from the craft shop to factory. He famously asserted that “creative destruction is the essential fact about capitalism.” In addition, entrepreneurs continuously look for better ways to satisfy their consumer base with improved quality, durability, service, and price which come to fruition in innovation with advanced technologies and organizational strategies.

Directly Reducing Barriers to Innovation Successful innovation requires an abundance of talent and an environment to support it. Few students emerge from secondary or tertiary education with a strong appreciation of the value of innovation in commerce and its contribution to building economic wealth. Employers also cite the general dearth of graduates – across many disciplines – with the requisite knowledge, skills and attitudes for taking innovative approaches to problem solving.

Most would agree that innovation cannot be “taught”. Nonetheless, there may be several ways of improving the quality and impact of education in this respect. These include: • Targeting and involving the education sector as a key stakeholder in the design and implementation of innovation policies in education; • Developing teaching modules for raising secondary school students’ awareness of innovation: what is it, who uses it, what knowledge/skills/ thinking processes are involved; • Applying the techniques of innovation to other components of the secondary curriculum; • Establishing enterprise and innovation scholarships for teachers; • Establishing and monitoring the achievement of targets for the numbers and ratio of computers and other advanced technology in classrooms (the latter being a matter of important specification not yet adequately

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focused on in any country); • Formally incorporating concepts, tools and opportunities for innovation and entrepreneurship in tertiary studies in science, commerce and technical disciplines; • Amending tax deductibility rules to treat all education and training expenditures equally.

Throughout this process, three features are especially relevant to innovation. Firstly, those countries that adapted the new technology most quickly to industrial and commercial applications gained the greatest wealth advantage by exploiting the new disequilibrium. Thus, over the last 150 years, the locus of world economic power and wealth has shifted sequentially (and broadly) from Britain to Germany, US, Japan and now back to the US as each country seized a predominant competitive edge in the new wave of technological progress. Innovative capacity, and the ability to commercialize it successfully, have been the decisive factors in leadership of each new wave, and even more so in the 1990s in relation to knowledgebased industries. Secondly, dominance of the technological change has been achieved in each case as result of massive investment by both the public and private sectors in path-breaking research. Industry scale, and the investment resources that has afforded, has therefore been a critical factor in promoting and supporting innovation amongst networks of researchers, developers and entrepreneurs - the latter two usually, but not always, in the form of large national or international companies.

Thirdly, globalization has greatly shortened the period during which extraordinary profits are earned from new technologies, Thus, as each technological wave has involved a shorter duration, the importance of successful innovation for getting and staying ahead of competing firms and countries has greatly increased. Of parallel importance has been the flexibility necessary for re-allocating substantial volumes of finance and resources within the innovation process. This description of the globalizing nature of innovation should not imply that small countries cannot be world leaders in important spheres of technology and science and hence sources of major innovation.

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From Information to Knowledge Connectivity is our present and our future: young people know that and are used to living in a digital, web-based world in which they are constantly in contact with other people and communicating via emails, SMS text messaging, chats, etc. They are also naturally multitasking and able to write an email while watching TV, listening to music, etc.

However, the way we get information raises several issues concerning its quantity and quality.

We are being overloaded with an incredible amount of information, from which it seems difficult to select what we are looking for. Besides, not always can we immediately assess the value of the information we get.

Young people in particular tend to move from one screen to another, whether it is a TV screen to a PC screen, without making great distinction between them: at the same time the differences between virtual reality and non-virtual reality seem to be less definite, the boundaries between fiction or game and reality are less clear, so that it may become nearly impossible to separate them.

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“We are living in a Knowledge society, in which connectivity allows us to access all kind of information at unprecedented speed and in multiple format.”

Michelle Selinger Executive Advisor Education – Cisco Systems

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“This is a major project of utmost importance, but it has no budget, no guidelines, no support staff, and it’s due in 15 minutes. Al last, here’s your chance ro really impress everyone!”

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CHAPTER 5 WOMEN IN LEADERSHIP espite the feminist revolution, it is interesting to note that at the beginning of the 21st century, women leaders are often still as scarce in the university corridors and corporate boardrooms as they were 30 years ago. In spite of decades of organization and legislative support for gender equality, it appears that there is still very much a glass ceiling facing women in many aspects of leadership.

In fact, studies show that nearly all societies still struggle to make progress towards a more inclusive politics, where men and women are represented more equally in elected office. Most women gaining or holding leadership roles – whether in the workplace or in community organizations – face many challenges and oppositions which can be very hurtful.

There is no question that women have come a long way and are now achieving much more in society. However, women leaders still face many unique challenges, brought on by a combination of social and cultural stereotyping, gender bias, family demands and also their innate female tendencies.

Studies by the John F. Kennedy School of Government at Harvard University showed that many barriers continue to form an obstacle to achieving gender equality in public life.

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The barrier from traditional attitudes It is hard for many people to look past the social stereotyping of a woman being a home-maker and mother, to see her as a competent leader in the public domain and in the professional arena. Even when women do achieve positions of leadership, there is still a persistent belief in their inferiority compared to men in similar positions of responsibility.

Women leaders still earn less in general, receive less recognition and less support, especially in the male-dominated, competitive corporate world but also in other professional fields, such as medicine.Traditional attitudes towards gender equality is also seen as a major barrier to the election of women to legislative office, despite the introduction of prior structural and institutional controls, such as fast-track solutions, gender quotas and reserved seats.

It is a common lament that women are expected to juggle the demands of career and family, with constant criticisms from both sides for failure to achieve perfection – whilst men are rarely subjected to the same scrutiny and expectations. For women leaders, the constant struggle to balance their responsibilities in both the professional and personal arena can be overwhelming, especially given the lack of support they receive and the constant fight they have against the obstacles generated from traditional prejudices and gender stereotyping.

For many women, learning to operate and succeed in a male-dominated world means having to learn to override or ignore their more feminine inclinations. It is natural for many women to want to nurture relationships, to focus on the person and emotions involved, rather than the issues and tasks, to always look for the compassionate solution, to shy away from being assertive and to avoid conflict.

These inclinations, however, can be seen as weaknesses, particularly when compared against the more ruthless leadership styles of their male counterparts. Thus, it may be necessary for women to adjust and adapt their personal communication styles and attitudes, in order to maintain respect in leadership roles.

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It’s impossible to respect, value and admire great leadership if you can’t identify what makes a leader great. Because of this, the identity crisis I have written about that exists in today’s workplace is something that women leaders in particular have been facing for much too long. While the tide is changing and more women are being elevated into leadership roles, there is still much work to do. As of July 2013, there were only 19 female elected presidents and prime ministers in power around the globe.

In the business world, women currently hold only 4.6 percent of Fortune 500 CEO positions and the same percentage of Fortune 1000 CEO positions. As women continue their upward trajectory in the business world, they have yet to be fully appreciated for the unique qualities and abilities they bring to the workplace.

Like many who grow up with a Hispanic upbringing, I was surrounded by strong-willed, hardworking and purpose-driven women. It is through their leadership that the traditions, values and legacy of our family have been upheld. My grandmother, mother, wife, and sister-in-law all possess natural leadership skills and they are masters of opportunity management – seamlessly keeping us all in check while running the family household and at the same time supporting our family businesses.

It can be difficult for a man to understand how women think, act and innovate unless he has been closely influenced by the women in his life.

I’ve learned that women may process things differently and in their own terms. Fortunately for me, I’ve been influenced by great women who made me appreciate their approach towards leadership. I’ve grown to understand their decision-making processes, the dynamics and subtleties of their personality and style, and other special character qualities that women possess. The best women leaders I know have circular vision that enables them to be well-rounded people. For example, they have their finger on the pulse of the culture and can talk to you about the latest popculture news – but then easily switch gears to give you their perspective on what is taking place on wall street. Women leaders seeking a chance to be significant see the world through a lens of opportunity; they are especially in search of those opportunities previously unseen (perhaps this is why the women I know enjoy a good treasure hunt). My experiences have taught me that great women make it a point to teach men about women.

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The women leaders I know invest in themselves and become knowledge seekers. They are not afraid to ask questions when given a safe platform to express themselves. For example, during my keynote and conference appearances – more often than not – it is the women who ask me the most questions and they are also more inspired to adopt new ideas and ideals. Though extremely curious, it’s often balanced with a bit of skepticism – after all, they don’t want to be fooled or taken advantage of. My experiences have taught me that women leaders need to trust a person before they will endorse what they have to say. Many just want to know that there is legitimacy behind the opportunity.

As I’ve learned from my women bosses and mentors, they want things to be authentic yet practical. These women leaders enjoy a good challenge – and seek to find meaning and purpose from each circumstance they face and opportunity they are given. They like to see and understand the connectivity of thoughts and how they work or why they don’t. They want all the facts and figures before making important decisions. Competitiveness amongst themselves may really be about looking for validation — an identity that matters and a voice that is heard. Successful women leaders don’t rely on favors; they earn respect and truly believe they can influence their own advancement by serving others. Consummate team players, they also seek to prove their value and self-worth by exceeding performance expectations.. Looking for respect more than recognition, the most successful women leaders don’t seek to become the star of the show — but they enable others to create a great show. In other words, being in the spotlight is not what drives them – but rather it’s the ability to influence positive outcomes with maximum impact.

One thing is certain: these women leaders understand survival, renewal and reinvention. They have grit and are not afraid to fight for what they believe in or an opportunity to achieve something of significance. They believe in what they stand for, but that doesn’t mean they won’t put their ideas and ideals to the test. For them, doing more with less is simply a matter of knowing how to strategically activate those around them. While women leaders have their productivity secrets, it’s not secret where they come from: the leadership traits that women leaders naturally possess and – based on my personal and professional experiences – are the most undervalued.

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“Education is the most powerful weapon which you can use to change the world.�

Nelson Mandela

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1. Opportunity-driven When confronted with a challenge, the women I know look for the opportunity within. They see the glass as half-full rather than half-empty.

They push the boundaries and, when faced with adverse circumstances, they learn all they can from it. Optimism is their mindset because they see opportunity in everything

2. Strategic Women see what often times others don’t see. As one of my women mentors told me, “A woman’s lens of skepticism oftentimes forces them to see well beyond the most obvious details before them. They enjoy stretching their perspective to broaden their observations. Many women are not hesitant to peel the onion in order to get to the root of the matter.” At times they “play the part” to test the intentions of others and to assure that they are solidly grounded and reliable. Successful women leaders know how to play the game when they have to – and can anticipate the unexpected. They know what cards to play and keenly calculate the timing of each move they make.

3. Passionate While women in general were historically viewed and stereotyped as emotional leaders by men, I believe they are just passionate explorers in pursuit of excellence. When women leaders are not satisfied with the status quo, they will want to make things better. These women leaders get things done and avoid procrastination. As another one of my women mentors said, “They enjoy order and stability and a genuine sense of control. Many women have learned not to depend upon others for their advancement and thus have a tendency to be too independent. A woman’s independent nature is her way of finding her focus and dialing up her pursuits.” When these women leaders are locked into what they are searching for – move out of the way. Their passionate pursuits allow them to become potent pioneers of new possibilities. No wonder minority women represent the largest growing segment of entrepreneurs. According to a report by the Center for Women’s Business Research, U.S. Hispanic and African American women entrepreneurs grew at rates of 133.3% and 191.4% respectively from 1997 to 2007.

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4. Entrepreneurial Entrepreneurship is just a way of life for many women. They can be extremely resourceful, connect the dots of opportunity and become expert in developing the relationships they need to get the job done. Many women leaders also see through an entrepreneurial lens to best enable the opportunities before them. They know that to create and sustain momentum requires 100% focus on the objective – and so they don’t enjoy being disrupted by unnecessary noise and distractions.

As one of my former women bosses told me, “Women can play into the politics of the workplace, and do so if it means adding value to the momentum they are attempting to create.” Many women leaders find excitement and motivation by being extremely creative and resourceful when completing tasks and other duties and responsibilities. They avoid falling too far behind on projects – knowing that if they do it will disrupt their focus and momentum. That is why I learned never to disrupt a woman’s focus and concentration if I can avoid it.

5. Purposeful and Meaningful I have found that many women leaders enjoy inspiring others to achieve.

They know what it’s like to be the underdog and hard work not to disappoint themselves and others. Women leaders in particular often have high standards and their attention to detail makes it difficult for others to cut corners or abuse any special privileges. Women leaders with a nurturing nature are good listeners and excellent networkers/connecters.

They enjoy creating ecosystems and support a collaborative leadership style that melds the thinking and ideas of others; this is what multiplies the size of an opportunity and/or its speed in execution in order to create a larger sphere of INFLUENCE and overall impact. Women who don’t have to be right all the time make good consensus builders and will more likely enjoy participating in a team environment.

Top 7 Qualities of Women Leaders Successful women often credit luck for changing their lives, but there’s so much more to the makin of a woman leader than luck. Luck is less

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So what are the essential characteristics of women leaders? I asked some women entrepreneurs, success coaches and mentors what ingredients they thought went into making the best female leaders.

Here’s what they came up with:

1. Perseverance As a leader, you are going to come across challenges, and sometimes things won’t go according to plan. Sabina Gault, founder of Konnect PR, understands that it’s how you push through those challenges that make you a leader. “Women leaders need persistence, perseverance and the ability to not take NO for an answer,” says Gault. This attitude, in turn, can inspire others in your organization to step up. “If you leave the office at 4 PM and expect your team to stay there till 9 PM – you’re kidding yourself,” says Gault. “However if you are first in, last out, always hard working and always pushing for more, your team will do the same and you will earn their respect as a leader.”

2. A Nurturing Spirit “In the past women have been condemned for being “soft” or being “nurturers”, says Dawniel Winningham, a performance coach, motivational speaker and best-selling author who works with emerging women leaders across the US. “I think our nurturing spirit is often confused with being lackadaisical or an inability to hold people accountable which is not the case. I think being a nurturer, having a sense of being fair and just, and use of our women’s intuition are some of our strongest traits.”

3. Confidence For Mallary Tytel, President of Healthy Workplaces, one of the defining characteristics of leadership is confidence, having an “unconditional belief in your own abilities.” Having confidence isn’t about bragging or being a show-off, but about not undermining your abilities and creating a culture that values your input. Mallary believes women can learn to cultivate confidence in their own abilities by actively seeking out and responding to feedback, “tooting your own horn”, taking on tough assignments and excelling at them, maintaining successful relationships and developing expertise that sets you apart.

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4. Giving Back Lori Freemire is a marketing entrepreneur who actively supports several charities, including the Leukemia Lymphoma Society, SME, Hispanic foundations, library and college foundations. She believes it’s important for female leaders to look for ways to give back to their community. “Be generous and help others without looking to be reciprocate,” says Freemire. “Be trustworthy and trusting; always be willing to learn about yourself and others; look for ways to work with people, not against them. And above all, listen and over-communicate.”

5. Education Throughout human history, it’s never been easier for women in Western society to obtain education. Colleges offer undergraduate and postgraduate programs in a variety of subjects, and basic skills such as public speaking, networking, computer literacy and business writing can be learned through professional development courses and community programs. Scholarships and career advancement programs aimed at women help to ensure future women leaders have the opportunity to obtain an education.

But education encompasses more than just a college degree. Female leaders should seek out those more experienced in their field, and learn from them. Mentors and coaches can help a future leader push ahead, learn what works, and avoid potential pitfalls. As Winningham points out, having a coach or mentor also helps women to make connections they would not normally be able to make. Winningham says that having a mentor or coach is vital to her success, and wishes she’d embraced the use of a coach much sooner. “Had I had the benefit of a private coach much sooner, I would have reached the finish line even faster. A coach has a vested interest in getting you to the finish line sooner rather than later, with a structured approach to not only helping you learn, but holding you accountable for the application of those lessons.”

6. Balance and Understanding your own needs When asked what she would tell her younger-self if she could go back in time, Shannon Sennefelder – owner of the Foundational Leadership Institute – said she would tell herself to take better care of her health.

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“That’s a huge one. Had I really understood the value of self care earlier, I would have done things a lot differently.” One of the things many, but a good leader understands how important it is to achieve balance in her life and take care of herself. Sennefelder says, “Women in general have a belief that self care is selfish! Nope! It is like breathing – vital to our survival.”

7. Vision A good leader needs to not only be an expert in their industry, but to see the bigger picture, and understand their role in the wider world. They need to believe that change is possible and worthwhile, and be able to convey that message to others in a way that has meaning. This quality is best summed up by one word – vision. A leader with vision is a leader who can see the path ahead and inspires others to help them turn a dream into a reality. Patti Johnson is the founder and CEO of People Results, a human resource consulting firm. She agrees that the most important element of a leader is having a vision of the future. “I think the best qualities in (women) leaders are that they inspire trust, they can paint a picture of the future and they can lead others through change,” says Johnson. “We can create these qualities in women by getting them into the right jobs, giving them access to mentors & coaches who can accelerate their progress and encourage them to take ownership for their own career. No one can do it for you.”

The qualities that make a good leader don’t vary between men and women. After all, it’s the person, not the gender that determines a leader. And although women are only just catching up to men in terms of leadership roles, their unique experiences and supportive natures make them more than capable of leading the future.

Women Leaders in the community Unlike other arenas, such as politics and corporate business, leadership in the community has not suffered as much gender bias and therefore, there may seem to be more opportunities for women to take on roles as leaders in the community. However, while many women may have a lot to offer as leaders, many also need encouragement to take on leadership roles.

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Often, women will acknowledge their willingness to be involved but do not have the confidence to assume leadership roles. Ironically, they believe that they lack the knowledge, ability or skills to take on responsibility at an organisational level when in fact, just their life experiences from home and work are more than enough to qualify them as highly skilled leaders, negotiators and networkers.

Part of the problem may be the stereotypes often linked to the term “leader” which usually describes a person sitting at the top of an organisation and implies hierarchical power structures. In fact, it frequently suggests concepts such as authority, power and other emotive concepts which many women tend to shy away from.

Leadership for many women – the kind of leadership which they admire and strive to achieve – has more to do with building relationships and helping others, through effective teamwork – and is based on humanity, generosity and compassion. In other words, their notion of leadership is the ability to empower others to achieve their vision and potential. Some women even favour modesty – yet all this is very successful in gaining the support and enthusiasm from other women.

Developing Women Leaders In the community. For most women, taking on greater leadership in the community is linked with building confidence in developing and running organisations and community groups. They can also improve their leadership abilities by becoming more aware of how to make use of their own particular characteristics and style of leading.

Other ways to help include assisting them in recognising and developing their skills in networking, helping them overcome any negative social attitudes to women and supporting them in whatever capacity they are currently involved in with community groups and organizations.

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“Imagination is more important than knowledge. For knowledge is limited to all we now know and understand, while imagination embraces the entire world, and all there ever will be to know and understand.�

Albert Einstein

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“ Our company lost 900 million dollars last quarter. Your job is to make this look like the best thing that ever happened to us.�

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CHAPTER 6 ENTREPRENEURSHIP What is entrepreneurship? he concept of entrepreneurship was first established in the 1700s, and the meaning has evolved ever since. Many simply equate it with starting one’s own business. Most economists believe it is more than that.

By definition, entrepreneurship is the capacity and willingness to develop, organize and manage a business venture along with any of its risks in order to make a profit. The most obvious example of entrepreneurship is the starting of new businesses.

In economics, entrepreneurship combined with land, labor, natural resources and capital can produce profit. Entrepreneurial spirit is characterized by innovation and risk-taking, and is an essential part of a nation’s ability to succeed in an ever changing and increasingly competitive global marketplace.

In the 20th century, economist Joseph Schumpeter (1883-1950) focused on how the entrepreneur’s drive for innovation and improvement creates upheaval and change. Schumpeter viewed entrepreneurship as a force of “creative destruction.” The entrepreneur carries out “new combinations,” thereby helping render old industries obsolete. Established ways of doing business are destroyed by the creation of new and better ways to do them.

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Entrepreneurship is an important engine of growth in the economy. Entrepreneurs are like gamblers, and like any gambler, their chances of winning increase if they have the right cards. Let’s look at some characteristics and skills that help an entrepreneur succeed.

A tolerance for risk-taking is a necessary attribute for entrepreneurs. You can think of risk-taking as pursuing an activity even if there is a chance of a negative consequence. Starting a business is risky, and even more so when you’re using your own money. Sometimes you can spread the risk by convincing investors to come along on your new venture or by forming an entrepreneurial team, like Eddie is trying to do. But at the end of the day, you can’t avoid risk if you are going to start a new business and innovate.

Entrepreneurs also need creativity. Think about Steve Jobs and Mark Zuckerberg; these two entrepreneurs brought innovative products to the market that changed the way we live. Successful entrepreneurs innovate in one of two ways. They can bring an entirely new product or service to the market, like the first cellular phone. On the other hand, they can radically improve upon something in a dramatic way, just like the iPhone changed the world of smart phones. Initiative is also required. Entrepreneurs lead.

If you are not willing to start without being pushed, your new business will never get off the ground. For example, Eddie had an idea fresh out of college and took the initiative to start his business venture. No one had to convince him to act; he just acted.

Independence is also a paramount attribute for entrepreneurs. Nobody holds an entrepreneur’s hand, and they don’t want any hand-holding.

Successful entrepreneurs must be willing to go it alone and succeed or fail on their own effort without relying much on the other people.

An Entrepreneurial mindset Lately you might be hearing the terms “entrepreneurial mindset” and “think like an entrepreneur” being used a lot. Viewing things within an entrepreneur lens and operating like an entrepreneur has become the latest trend or better yet the latest business philosophy.

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This way of thinking and doing things is now being identified as the best way to produce innovative ideas and to help towards developing a vibrant job market. But what many people want to know is; “what is entrepreneurial thinking and how do I acquire it?”

Entrepreneurial thinking is the ability to view the world and your surroundings as a marketplace and in turn developing the necessary actions to exploit opportunities that present themselves. Entrepreneurial thinking involves looking beyond the current and visualizing what the future can bring with yours and others collective initiatives. The problem with entrepreneurial thinking though is that most of us were not taught to think in this sort of way.

Since elementary school and probably earlier, we were taught to conform to authority and the status quo. This inhibits many of us from moving beyond our comfort with rules and guidelines making us fearful to pursue our own path that differs from what is expected. So now with the emergence of how important entrepreneurial thinking is, people are left somewhat clueless as how to pursue this entrepreneurial mindset which is becoming the newly accepted concept for business success and advancement in life.

Let’s first start off by recognizing that world economies were built from entrepreneurial endeavors. This means entrepreneurship has been a centerpiece of the workforce for quite some time but its importance was steadily reduced over time. Once big corporations started creating a significant amount of jobs in the job market, people naturally wanted to be apart of the expanding growth and financial opportunities. The problem that has been produced though is the inability to think independently and create opportunities from one’s own efforts.

So as the ability to innovate and think creatively stifles the ability to grow and prosper stiffens along with it. The economic experts and business professionals have recognized this ongoing decline and so here we now have the push for a renewed focus on entrepreneurial thinking. The issue at hand though is how to teach people entrepreneurial thinking effectively and in a timely manner so we will not witness a future even more miserable than our present.

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To acquire entrepreneurial thinking you have to think beyond yourself and instead analyze the environment around you. Why you ask? Because entrepreneurs solve problems for others and create products and services that serves other’s interest. Sounds simple enough right but this is the problem.

People have been programmed to follow in the footsteps of others rather than lead by their own steps so it is a struggle for a majority of people to understand how to manage a mere idea into actual existence. (This problem even occurs for those who live and breathe entrepreneurship) This is what entrepreneurial thinking is though; seeing what could be and doing what it takes to make it happen. With that explanation you should be beginning to understand exactly what entrepreneurial thinking is and how to begin applying it to your own life.

Entrepreneurship is straightforward but at the same time very complex.

Thinking in the entrepreneurial mindset can also be quite challenging because you now have to start piecing together things before they occur in order to stay ahead of the curve. I will go into further detail explaining entrepreneurial thinking with a series of post and demonstrate how to effectively operate within the mindset of an entrepreneur. In the mean time begin to analyze how the world around you is changing and identify how these changes can be openings for new opportunities to be explored.

Who can become an entrepreneur?

There is no one definitive profile. Successful entrepreneurs come in various ages, income levels, gender, and race. They differ in education and experience. But research indicates that most successful entrepreneurs share certain personal attributes, including: creativity, dedication, determination, flexibility, leadership, passion, self-confidence, and “smarts.�

Creativity is the spark that drives the development of new products or services or ways to do business. It is the push for innovation and improvement. It is continuous learning, questioning, and thinking outside of prescribed formulas.

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“There are more entrepreneurs than investors on the Forbes list of wealthiest people, but that doesn’t mean entrepreneurship is necessarily a better wealth builder than investing. There’s a selection bias in that entrepreneurs have much more concentrated asset allocation, often having nearly all of their net worth tied up in their own company, whereas investors are more diversified. Also, for every entrepreneur who strikes it big there are many others who completely fail, so the list is not a good guide to where the most wealth is being created.”

Tom Murcko

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Dedication is what motivates the entrepreneur to work hard, 12 hours a day or more, even seven days a week, especially in the beginning, to get the endeavor off the ground. Planning and ideas must be joined by hard work to succeed. Dedication makes it happen. Determination is the extremely strong desire to achieve success. It includes persistence and the ability to bounce back after rough times. It persuades the entrepreneur to make the 10th phone call, after nine have yielded nothing. For the true entrepreneur, money is not the motivation. Success is the motivator; money is the reward.

Flexibility is the ability to move quickly in response to changing market needs. It is being true to a dream while also being mindful of market realities. A story is told about an entrepreneur who started a fancy shop selling only French pastries. But customers wanted to buy muffins as well.

Rather than risking the loss of these customers, the entrepreneur modified her vision to accommodate these needs. Leadership is the ability to create rules and to set goals. It is the capacity to follow through to see that rules are followed and goals are accomplished. Passion is what gets entrepreneurs started and keeps them there. It gives entrepreneurs the ability to convince others to believe in their vision. It can’t substitute for planning, but it will help them to stay focused and to get others to look at their plans.

Self-confidence comes from thorough planning, which reduces uncertainty and the level of risk. It also comes from expertise. Self-confidence gives the entrepreneur the ability to listen without being easily swayed or intimidated. “Smarts” consists of common sense joined with knowledge or experience in a related business or endeavor. The former gives a person good instincts, the latter, expertise. Many people have smarts they don’t recognize. A person who successfully keeps a household on a budget has organizational and financial skills. Employment, education, and life experiences all contribute to smarts.

Every entrepreneur has these qualities in different degrees. But what if a person lacks one or more? Many skills can be learned. Or, someone can be hired who has strengths that the entrepreneur lacks. The most important strategy is to be aware of strengths and to build on them.

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“ Leadership experience?

I have 13 people following me on Twitter!�

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CHAPTER 7 A CASE STUDY: Nelson Mandela f there is one person recognized as the world’s most iconic world Leaders that is Nelson Mandela. We reflect on the timeless lessons from his life story that will endure for years to come. Mandela was a gifted visionary. He exercised a full range of cognitive, emotional and behavioral abilities to bring about profound change in South Africa. All leaders who aspire to be more strategic can learn from Mandela’s six key behaviors that distinguish him as a true strategic leader.

He anticipated Mandela looked ahead and could see that South Africa’s system of apartheid would not survive into the future. From his prison cell, he strategically assessed his moves and anticipated reactions. When offered freedom in exchange for renouncing opposition to the government, Mandela rebuked President Botha: “What freedom am I being offered while the organization of the people remains banned? … What freedom am I being offered if I must ask permission to live in an urban area?” Mandela decided to serve out his sentence rather than exchange it for the political prison of apartheid. His vision was right. The outside world recoiled against South Africa, while local business leaders and young whites pushed for change domestically.

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He challenged Mandela stood out among prisoners and guards as a man of principle and dignity, willing to sacrifice his life for his beliefs. Despite harsh prison life, Mandela mustered energy to challenge his keepers. He was unwilling to accept the status quo and his presence on Robben Island held a mirror up to the face of apartheid’s leaders. Through word, deed and symbol, he challenged the system that denied him liberty. Eventually, Botha’s successor FW . . de Klerk called for democratic elections and in 1994, Mandela became president of South Africa in a very rare, peaceful and orderly transition from white minority to black-majority rule. Mandela and de Klerk shared the Nobel Peace Prize in 1993 “for their work for the peaceful termination of the apartheid regime, and for laying the foundations for a new democratic South Africa.”

He interpreted Mandela studied the errors of Robert Mugabe in bordering Zimbabwe whose brutal dictatorship resulted in the country’s demise. He recognized that South Africa could follow in Zimbabwe’s footsteps, unless he practiced racial harmony. That meant forgiving without forgetting and sharing power. “We have to surprise [the white minority] with restraints and generosity,” he said. A master of symbolism, Mandela invited his prison guards to the presidential swearing-in ceremony. Mandela’s interpretation of history was spot on. South Africa could prosper as a multi-racial society only if leaders mutually forgave each other.

He decided In 1993, a white man assassinated Chris Hani, a leader of the South African Communist Party, triggering a widespread demonstration against the de Klerk government. Mandela, recently out of prison, had the guts to call for peace when people wanted revenge. He also made a courageous decision to use sports as a means of healing, believing, “Sport…has the power to unite people in a way that little else does.”

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When the ban was lifted on South Africa’s participation in the 1992 Olympics, Mandela at first opposed but ultimately decided to support the mostly white athletes. “There is no doubt in my mind this is the correct decision,” Mandela said. Of the 95-person delegation, only eight were black. “I would have liked [the team] to be a reflection of our population, but there has to be a starting point.”

He aligned After being elected South Africa’s first black president, Mandela announced he would serve only one term, though two were permissible.

He understood rallying the country and bridging diverse interests meant making room for others. Black supremacy was as depraved as white supremacy, in his view. Mandela knew that over a billion people would watch his inaugural presidential address and used this speech—and key plural pronouns we, us, and our—to align a deeply divided nation around a common vision: “We understand it still that there is no easy road to freedom… none of us acting alone can achieve success. We must therefore act together as a united people, for national reconciliation, for nation building, for the birth of a new world.”

He learned Mandela faced big questions after his release from prison: What to do with the faltering economy? For most of his life, Mandela was a socialist and even a Marxist. He was suspicious of free markets and private ownership, given the abuses he witnessed. He said, “The nationalization of the mines, banks and monopoly industries is the policy of the ANC [African National Congress], and a change or modification of our views in this regard is inconceivable.” But then he came to learn what decades of socialism had done to the states of the former Soviet Union. His thinking took a sharp turn when he met leaders of the Communist Parties of China and Vietnam who were striving to privatize state enterprises. “They changed my views altogether,” Mandela told a biographer. Mandela exemplifies how a strategic leader adjusts strategy and execution amid complex social, political, legal and economic forces without compromising deeply held values.

Leadership is not just about motivating people and creating political support for a strategy, but also about maintaining broad support through successive adjustments to the plan.

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A CASE STUDY: Mohandas Karamchand Gandhi Mohandas Karamchand Gandhi is widely recognized as one of the twentieth century’s greatest political and spiritual leaders. Honored in India as the father of the nation, he pioneered and practiced the principle of Satyagraha—resistance to tyranny through mass nonviolent civil disobedience.

While leading nationwide campaigns to ease poverty, expand women’s rights, build religious and ethnic harmony and eliminate the injustices of the caste system, Gandhi supremely applied the principles of nonviolent civil disobedience, playing a key role in freeing India from foreign domination. He was often imprisoned for his actions, sometimes for years, but he accomplished his aim in 1947, when India gained its independence from Britain.

Due to his stature, he is now referred to as Mahatma, meaning “great soul.”

World civil rights leaders—from Martin Luther King, Jr. to Nelson Mandela—have credited Gandhi as a source of inspiration in their struggles to achieve equal rights for their people.

He is revered as the father of the nation by the world’s largest democracy and has been an acknowledged inspiration for many other leaders who have fought successfully for the improvement of humankind. All of this continues even more than 60 years after his death. For leaders and managers looking at making lasting impact, Gandhi surely presents some ideas to ponder. Gandhi’s ideology and its implementation were crucial in India’s fight for independence in 1947.

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His ability to be both a transformational leader and a transactional leader has been studied and commented on by many. Fortunately, we have several written works and some audio recordings that help us get a clear idea of what forces saw him emerge as a leader and do so successfully. In itself, this should serve as a lesson for leaders and managers to constantly document their own journey not only for personal self-reflection but also for their followers to learn from.

Gandhi’s greatest ability was to walk his talk at every level and in every way. India continues to be a nation of many diverse nationalities but never did they so unanimously identify with another leader as they identified with Gandhi and this was across classes and communities which were even more sharply divided than they are these days.

He practiced what he preached at every possible level. Be it how he dressed like the poorest Indian with a hand woven cotton cloth that barely covered his body and had the simplest of watches and glasses. When it came to personal possessions, unlike today’s leaders (both business, political or religious) he had the barest of minimum.

Another great leadership quality was in his treatment of others: his letters and writings to other great leaders in India, the world and even to young children never had a patronizing or “holier-than-thou” element but always looked at everyone (and even animals) as equals. If he dressed and lived as the commonest and poorest Indian, where did the connect with the affluent happen? Firstly it was in his renouncing the wealth and affluence he had done.

More importantly though was his ability to articulate a vision in a language that they understood and were inspired by. As leaders we need to ask ourselves to what extent do we lead by example? In simple small ways, the message can be given, travel policies in organizations, dress codes, dining areas are all visible signs but the invisible signs are equally important – leaders who have put their interests over the organizations they created/grew have prospered as individuals but always at the cost of the institution they built or worked for.

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A CASE STUDY: Martin Luther King Jr. Martin Luther King Jr. changed American culture forever. As many people enjoy this long three-day weekend, take some time to really think about the leadership lessons and the legacy that Dr. King left behind.

The larger-than-life leadership lessons that Dr. King gave the world that are as important for entrepreneurs today as they were during Dr. King’s life. It’s a great way to remember why the banks are really closed today.

Leadership Lesson One: You Must Have Total Commitment to Your Cause Dr. King was a visionary. He was a man who had a dream bigger than the times in which he lived. That is, after all, what real visionary leaders are all about. His “I Have A Dream” speech brought awareness and humanity to the national consciousness about civil rights in America.

Dr. King’s stance on political activism in a non-violent way made him a natural leader and an inspirational figure. He led a social movement of equality during a time when he wasn’t supported by most. In fact, he was threatened and despised by many.

But he stayed committed to the vision he held. Sadly, his leadership and dream ultimately cost Dr. King his life. But even when he knew his cause

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was unpopular and his life was in danger, King remained committed to his vision. He was arrested upwards of 25 times and assaulted at least four reported times.

Are you bringing that kind of total commitment to your cause? I’m not saying to get arrested, but are you bringing that level of intensity and dedication to your work? Dr. King also required his leadership team and followers to participate in nonviolent protest. He felt strongly that violence, even for their cause, was not just.

Leadership Lesson Two: Disrupting the Status Quo is Essential for Change Dr. King is honored and revered today, but he wasn’t embraced by society during his short life. However, Dr. King knew that his dream of equality (even when equality was not popular) was more important than the status quo. His actions backed his vision and he shook up the popular culture of the time. Sometimes doing things completely different is what’s necessary for evolution and innovation. These paradigm shifts are crucial in every aspect of social, cultural and technological change. The same way of thinking always wields the same results. Dr. King never accepted that just because things were a certain way, it made them the right way.

How can you shake up the status quo in your industry? How about in your corporate culture or business values? Be a leader and set the new standard by changing an outdated status quo in your life.

Leadership Lesson Three: Have A Dream... Then Communicate it and do it “I am happy to join with you today in what will go down in history as the greatest demonstration for freedom in the history of our nation,” spoke Dr. King as he began his address at the Washington Monument. Those were tall words for a leader to proclaim across an audience of over 250,000 people. But Dr. King had a dream and he couldn’t be silent about it.

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How effective is a dream if you aren’t communicating it? Do you have a vision for your company? Is it prominently displayed somewhere your staff can easily see? And do you talk about how your actions, campaigns and products back up that vision?

Dreaming without doing is for childhood. Real leaders have big dreams, take big steps to communicate them, and then they go take big actions!

Dr. King’s actions made him one of the great leaders of the 20th century, Time Magazine’s “Man Of The Year” in 1963 and a Nobel Peace Prize winner in 1964. How do you plan to turn your dreaming into doing?

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BUILDING TOMORROW’S LEADERS TODAY. Global events of the past couple of years make it painfully evident that we are on the brink of a major choice-point: to continue trying to resolve our differences through force that further divides us or to work together toward a better world for all of us. Continuing to think and behave like we have been doing seems to be suicidal while working together appears to be impractical and unattainable. This apparent paradox makes for a resigned, powerless global population.

Over the last 100 years we have grown, we have gone far but to the expense of depleting our own habitat, our own ecosystem, our own home. We have put in practice systems that favor the progress of a few without being able to satisfy the needs of a suffering majority.

The industrial revolution has allowed us to go to the moon, but has also contributed towards wiping out 50% of our forests, and creating a marginalized group of people that today live under less than a dollar a day. We know little about implementing a proper distribution of wealth, or a balanced use of our resources. We see huge numbers displaced from their homelands, communities forgotten with access to the bare minimum of survival. The new world calls for a fresh kind of leadership, one that is deeply focused on a more positive, collaborative holistic style. It is our role to promote and encourage the development of such Leaders, or else be doomed to a world of disarrays, further inequality, and overall chaos.

Lorenzo Jooris Lorenzo Jooris, has dedicated most of his professional career to the study of Leadership.

He is currently the CEO & Editor in Chief of LEADERS Middle East magazine. Founder of Leaders without Borders, a non for profit that encourages the development of young leaders around the world.

His latest book, Recipes for a Better World, promotes, through the words of iconic world Leaders, ideals for shaping a better tomorrow. He is the founder of the Leaders Debates, a platform that encourages an open dialog between world Leaders on various subjects such as Sustainability, youth development and women empowerment. He has travelled the world to more than 60 countries interviewing high profile government dignitaries , VIPs and private sector CEOs.