The Most Influential Women in Technology 2010 – Fast Company

from mick's leadership blog ..

Just published on Fast Company - the 2010 list of the most influential women in technology.

Rebecca Parsons

"Last year, our list of the Most Influential Women in Technology raised plenty of eyebrows, ire, and fist pumps of joy — depending on the reader. And we’ve no doubt this list will follow suit. But the overwhelming number of nominees and fresh names proved that, while women in tech may remain at a distinct disadvantage by almost any metric (average salary, top-management representation, etc), there is also plenty to celebrate and be inspired by.

Executives - Activists - Media - Entrepreneurs - Evangelists - Gamers - Brainiacs

See the full list

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Linking Customer Loyalty With Social Networking

from mick's leadership blog ..

FourSquareA fascinating item in the New York Times, written by Stephanie Clifford on the business model built-in to FourSquare from its inception.

"PEPSICO wants to sell its customers sodas whether they are near a grocery store, a restaurant or a gas station. With a new partnership that weaves its loyalty program into the location-based network Foursquare, PepsiCo gets a live notification when its customers are close to those sites, and can present offers that get them into the stores.
“Being able to drive foot traffic into our restaurant partners and our retail partners is a huge opportunity, because that’s where our product is sold,” said B. Bonin Bough, director of social and emerging media for PepsiCo. “Ten blocks mean a lot.”

Through smartphones that signal someone’s location, stores and brands like Starbucks, Tasti-D-Lite, Macy’s and Pepsi are getting live information about when and where people are shopping. Some companies are turning Foursquare into a virtual loyalty-card program, while others are creating their own location applications, offering customers discounts or other rewards for shopping.

“It gives us immediate feedback for what’s going on in the marketplace,” said Margery Schelling, chief marketing officer of PepsiCo Foodservice. “That’s invaluable.”

A phone is a simple replacement for a wallet stuffed with loyalty cards, but the real appeal for stores is in the location information provided by Foursquare and other location-based applications. Retailers can track when customers actually enter their stores. Such data can be used to learn things about store traffic, such as when men visit versus women. And it’s easier to note when the most loyal customers visit.

“If you check into work, then you leave work, you check into a bank and then you check into a store, that’s a behavior that, in aggregate, we might use to transform the way we market to you in the offline world,” Mr. Bough said. “We might see dayparts that are more likely for you to check out of some place and go to the store, and we might do advertising during that specific daypart in that specific place.”
Because consumers are electing to broadcast their location and signing up for these services, the privacy concerns aren’t enormous, another plus for marketers.

While Foursquare has a relatively small user base of about one million, the tactics companies are experimenting with could be extended to customers with a GPS-enabled smartphone, the companies say. Pepsi, in addition to beginning a Foursquare program, is also introducing a location-based iPhone application called Pepsi Loot through which customers can collect points toward free music downloads.

“We believe it’s a real, new opportunity to transform loyalty programs in a way that we haven’t done before,” Mr. Bough said.

Foursquare is sort of a social application meets game. Its members press a button upon arriving at various locations to “check in,” letting them accumulate points — they compete to be “mayor” of a certain site, or the person with the most check-ins at that site, and can unlock badges for completing certain activities. The designer Marc Jacobs, for instance, gave tickets to his fashion show to four people who unlocked a Marc Jacobs shopping badge. Members can also direct Foursquare to list nearby restaurants, banks or grocery stores, and see where their Foursquare pals are at that moment.

In March, Foursquare introduced a tool that lets businesses see who is checking into their locations. It lists data like the total number of check-ins, the male-to-female ratio, the top days and times Foursquare visitors come, and the top visitors. “Foursquare hopes to tell them a little bit more about their loyal customer — who checks in when, where they go before and after,” said Tristan Walker, director of business development for Foursquare.

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CMI quiz – “What Kind of Manager Are You?

from mick's leadership blog ..

Came across this test on "What kind of Manager You Are" from the Chartered Management Institute in the UK.

The application helps people identify their management style and techniques, including which celebrity manager you are most like.

The CMI website then has more information and helpful tips and tools to improve how they manage (and their career prospects!).

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UntitledXerox’s Anne Mulcahy – knowing when to walk away

From mick's leadership blog ...

Anne Mulcahy

It's really .. "It's really hard to give up power. You get up with a bounce in your step every day because you know you can make a difference"

From Business Week, as told to Diane Brady The former Xerox CEO, retiring as chairman May 20, on her most difficult leadership decision—knowing when to walk away

  "The CEO job wasn't something I sought out. It was like being drafted into a war. But I grew up at Xerox (XRX), and I wanted it to have a future. I wanted people to be proud of this company again. There was no question I would take the job. The question was whether I could succeed.

I loved every minute of being CEO. The biggest surprise is how hard it is to give it up. I would have thought I'd be running out the door once the place was in shape. I almost understand why so many successions go badly. It's really hard to give up power. You get up with a bounce in your step every day because you know you can make a difference.

I went from being "I just want to be a CEO" to understanding that I have to be an advocate for women. There's a responsibility that comes with the position. If you don't speak about the need to focus on the progress of women, who will? Maybe we've reached a degree of parity at the entry level, but we clearly don't have that in the executive ranks—or in government, for that matter."

Read the rest of the article ...

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The Official Earth Day – April 22 2010

from mick's leadership blog ...

Earth Day

Just a reminder - an important day for us to reflect - especially appropriate as we just had the "airspace ban" over the UK, thanks to the Eyjafjallajokull volcano and the ash cloud ...

Check out the official site.

"Forty years after the first Earth Day, the world is in greater peril than ever. While climate change is the greatest challenge of our time, it also presents the greatest opportunity – an unprecedented opportunity to build a healthy, prosperous, clean energy economy now and for the future.

Earth Day 2010 can be a turning point to advance climate policy, energy efficiency, renewable energy and green jobs. Earth Day Network is galvanizing millions who make personal commitments to sustainability. Earth Day 2010 is a pivotal opportunity for individuals, corporations and governments to join together and create a global green economy. Join the more than one billion people in 190 countries that are taking action for Earth Day.

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Leaders, do you cause your people to think? (Part 2):

from  mick's leadership blog ..

Dan Elash

A guest post from Dan Elash

All people think, some more effectively, some less so. How effective are the thinkers in the group that you lead? How is that effectiveness affected by your leadership? Is this something that you even think about, per se? How do you measure the effectiveness of each team member as a thinker? You can use observation, watching them in action. You can assess the quality of their thinking when operating on their own. You can weigh and evaluate their contributions (or lack thereof) to the deliberations of the group. However, to successfully lead a group of thinkers, you must have some idea of who needs to be lead, where they need to be lead to, and how best to lead them there. If we look at people who lead groups into  problem-solving action we can spot several types of leadership styles:

  • The leader as the designated thinker – by virtue of their position power they assume the role of THE thinker in the bunch while the rest simply do the busy work involved in the process. He or she is too busy to work through others; they’d rather just do it themselves.
  • The leader as bully – these leaders simply want agreement with the course of action they’ve already decided to take and they’ll ridicule other points of view, dominate the conversation, or stifle thoughtful exploration.
  • The leader as speed demon – overwhelmed by his or her duties and frantically feeling out of time, these people rush to an actionable option as if the building was on fire and they had to come up with an answer before they could evacuate. They are too harried to listen, coach, or do more than give the problem a lick and a promise.
  • The leader as whiner – more invested in blaming others or making excuses, this leader dithers until someone else, whether on the team or not, provides a solution.
  • The leader as thought leader – assuming stewardship over the resources assigned to her or him, they work a process, gathering information, drawing in others, building ideas, and often crafting a solution that not only solves the problem but adds to the organization’s overall capability.

How do your leaders work? Who has developed your effectiveness as a problem-solver? What are some of the ways that you have seen it done?

Post a comment and add to this conversation.

Links: http://www.leader-values.com/Content/detail.asp?ContentDetailID=296

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Can GE Still Manage? … from Business Week

from mick's leadership blog ..

Immelt

This article caught my eye on the Business Week site - about how Jeff Immelt at GE is re-inventing leadership at that company. Given the amazing reputation and record of GE, that is quite interesting news. The item was written by Diane Brady. Here are the opening paragraphs:

"CEO Jeff Immelt says his company trains the best business leaders in the world. Yet they haven't saved him from a hellish decade that cut GE's value in half.

A couple of Fridays each month, Jeffrey R. Immelt hosts a sleepover. The chairman and CEO of General Electric (GE) invites one of the 185 officers of his company—and only one—to his home in New Canaan, Conn., for a leisurely meal. After a few drinks, some laughs, a plate of pasta, and a wide-ranging discussion of what's going on in the world, the two executives part. Immelt, 54, stays home while his guest heads to lodging at GE headquarters in nearby Fairfield. When they reconvene the next morning, things get personal. "We spend Saturday morning just talking about their careers," says Immelt. "Who they are, how they fit, how I see their strengths and weaknesses—stuff like that." One recent guest, Steve Bolze, president and CEO of GE Power & Water, calls it "a really nice discussion, a chance to get to know each other better."

What does it say about Immelt that after almost a decade in the top job he's looking for ways to bond with his team? "The personal connection is something I may have taken for granted before that I don't want to ever take for granted again," he says. "Sometimes there's a tendency to say, 'Well, this is an officer of the company. They've been here 20 years. They can figure it out. Do they really need me to draw them a diagram?' But you need to make the time."

The sleepovers are part of a major rethink by Immelt, a personal reevaluation of how GE equips its people to lead. The reappraisal was triggered by the global financial crisis, which shook the $157 billion-a-year conglomerate, almost destroyed its financial services unit, and sent its share price from $29 in the days before Lehman Brothers crashed to below $6. (It has since recovered to around $19, leaving GE's market cap, at roughly $200 billion, about half what it once was.) That led Immelt to become what he describes as "self-reflective on steroids" and to ask a hard question: "Was there one of my top 150 people who was thinking, 'You know, Jeff, commercial real estate shouldn't be so goddamn big,' but didn't have a way to say [it]?"

Immelt intends to spend this year exploring new ideas, which he describes as "wallowing in it," to decide how GE should shape and measure its leaders. He has solicited management suggestions from a broad range of organizations—from Google (GOOG) to China's Communist Party—and sent 30 of his top people to more than 100 companies worldwide. He's holding monthly dinners with 10 executives and an external "thought leader" to debate leadership. He launched a pilot program to bring in personal coaches for high-potential talent, a practice that GE once reserved mainly for those in need of remedial work. To increase exposure to the world beyond GE, Immelt is even reconsidering the age-old rule that employees can't sit on corporate boards. "I think about it all the time," he says. "You have to be willing to change when it makes sense."

To see GE openly scrutinize its leadership approach is a bit like watching Oprah take talk-show lessons. Despite questions about GE's ho-hum results (earnings from continuing operations sank 38% in 2009 and are expected to stay flat this year) and the familiar calls to break up the conglomerate, creating leaders is one area where GE's reputation remains unparalleled. Year after year the world sees it as the gold standard for talent. In a recent global survey of the best companies for leadership by Hay Group, GE ranked No. 1.

At a time when many view training as a burdensome cost center, GE continues to treat human resources as a sacred art, spending $1 billion a year on training and devoting weeks or months of each year to evaluating talent. Immelt spends a big chunk of April on little else. "Their investment is formidable," says Brooks C. Holtom, a management professor at Georgetown University's McDonough School of Business. "The bench is widely viewed as one of the deepest in the world."

Yet there's a growing sense that something's not right—and not just because of the "decade from hell" that Immelt wrote about in this year's annual shareholder letter, which concluded that "GE must change" to thrive in the new era. (Amid the crisis, he has cut the dividend and laid off 10% of his workforce while forgoing his own bonus for the second year in a row.) He's backing out of the NBC Universal media business, waiting for his big bets on carbon capture and nuclear technology to pay off, and contending with harsh realities: an appliances unit he couldn't sell, a commercial property unit that could be a drag on earnings for years to come.

Read the rest of the article - fascinating stuff ...

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LeaderValues Newsletter - Timur, Oxford Scenarios, Saving Your Job, The Woman Who Saved Children

LeaderValues April Newsletter –

Timur

Click here to see this month's newsletter ...

It features ...

  • Timur - a biography by Victoria Yates, one of the greatest empire builders of all time, and a truly awe-inspiring figure
  • The Oxford Scenarios: Beyond the Financial Crisis - Angela Wilkinson - two possible futures ahead of us
  • Saving Your Job in Tough Economic Times - Dan Elash - understand, learn and adapt to the new environment
  • Lessons and Quotes
  • "The Woman Who Saved Children", by Clare Mulley - reviewed by Mick Yates - the story of the founder of Save the Children

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Timur - biography by Victoria Yates

Here is a biography Victoria Yates ("Writing From The Cafe") wrote for the LeaderValues newsletter

Timur  

Timur was born on the 8th of April 1336 in Kesh (the Green City) in Transoxiana, modern day Uzbekistan, thirty-six miles south of Samarkand, a cultural center of the time. He was a member of the Barlas, a Turkized Mongol tribe that represented the remnants of Genghis Khan’s Mongol hordes. The Mongols lost power in Transoxiana when Timur was 10, and under the Emir’s (warlord’s) reign, Timur developed into an aggressive individual, honing his skills in riding and fighting. His primary activity was soldiering, being put at the head of a small army. The Emir’s assassination when Timur was 22 was followed two years later by the return to power of the Mongols, and with it Timur subordinated himself and his army to Mongol governance.

In 1364 he formed a coalition with the grandson, Hussein, of the murdered Emir and attempted to overthrow the new rulers, beating them and forcing a retreat. But the Mongols returned in 1365, beating the pair in the Battle of Mud. Timur was forced to retreat. However the returning Mongols encountered resistance in Samarkand in the form of Islamic rebels, the Serbedar, who took control of the city for a year. When Timur returned he feigned friendship with the group until he had regained enough power within the city to have them executed.

Recognising the necessity for a stable base of support from home, Timur cultivated a feeling of good will amongst his subjects, even offering to help with his own wealth. This quickly saw him solidify his position as the most respected person in Samarkand. Hussein on the other hand was known for his meanness, imposing harsh taxes and paying little attention to his subjects. On the death of Timur’s wife (Hussein’s sister) the tie between the pair was severed, and Timur began hostilities. After a brief truce in which the pair expelled another Mongol incursion, Timur won support from the people and the influential leaders of the region, beating Hussein but granting him passage for a trip to Mecca. Instead, whilst attempting to escape, Hussein was killed by a former general.

By 1370 Timur was the most powerful man in Transoxiana, founding the Timurid Empire. He modelled his army after his ancestor Genghis Khan although it was composed less of horsemen and more of foot soldiers drawn from settled groups. In an attempt to further secure his position, Timur had those close to Hussein executed, with his widows and children “divided up” between Timur and his followers. Timur improved the capital, Samarkand, making improvements to the walls and market places and creating great gardens and palaces that made the city a magnificent and prosperous source of envy for others. At home, he was a true patron of the arts.

However, seeing himself as the new Genghis Khan, Timur didn’t remain settled but choose instead to conquer. Interestingly he never claimed the title of Khan, remaining Emir. He and his army sought to plunder, and first headed east, ravaging the land and forcing subjection to Timur’s rule as he went. By 1380 he occupied an area of Eastern China. Next, his army moved west of Samarkand, overrunning Herat. The stiff resistance the army met in the southern expansion into Sistan led to Timur making an example of the city of Zarendj. Here he massacred men, women, and children, and had everything burned that he and his army could not carry away. His bloody incursions continued, massacring 2000 slaves in the northern city of Sabzavar, and turning their bodies into components in a sculpture.

One of the most formidable of Timur’s opponents was another descendant of Genghis Khan. After having been a refugee in Timur’s court, Tokhtamysh became ruler of the Golden Horde. He quarrelled with Timur over the possession of Khwarizm and Azerbaijan, but still got his support against the Russians. In 1382 Tokhtamysh and the Golden Horde invaded and burned Moscow. It was in 1385 that he finally turned against Timur and invaded Azerbaijan.

The battles between the two warrior’s armies were vast and dangerous. Sarai, Tokhtamysh’s capital, was destroyed by Timur’s forces and the Golden Horde’s (Silk Road) economy was eventually broken. The conflict lasted until 1395 with the battle at the Terek River. Tokhtamysh’s power was broken for good, and Mongol unity in the region was permanently shattered.

In 1386 Timur made it into modern-day Georgia where he waged war against Christians, and then the following year sought control in Armenia. Returning south, he conquered Isfahan, central Persia, a major cultural hub in the Muslim world. The inhabitants rebelled, and reports say that between 70,000 and 100,000 people were killed and crops razed by Timur and his army.

By 1392 Timur choose to counter the continued instability in Persia by waging further wars there. He was also forced to return to prevent Tokhtamysh’s invasion of Georgia, where he looted towns and set them alight before leaving. The continued revolts in Persia angered Timur who set out to destroy whole towns in an effort to create submission through terror.

From 1396 to ’97 Timur stayed in Samarkand before using the excuse that Muslim leaders in India were being too tolerant of Hindus – so giving him a reason to take his army once again to war. He destroyed the Islamic kingdom around Delhi, using his trademark tactics to create devastation where he went. His loot from India included craftsmen, artists, as well as other physical goods. With this new wealth Timur set about building a new Mosque. It was the largest in central Asia but frequent earthquakes meant the building did not survive.

His next conquest was Syria where he occupied Damascus where he asked to see the graves of two of the Prophet’s wives. Finding them in disrepair, he once again raged against Damascus, the city was looted and a fire started that would continue for days. It took the city years to recover from the attack. Instead of marching on Jerusalem, where a plague of locusts was being reported, Timur turned next on Baghdad in 1401, massacring 20,000 people.

Timur also sought war with the Ottomans, a vastly greater empire than his own and seen as a power for all Muslims against the Christians. Not wanting to be seen as starting a war with another Muslim power, Timur set out a list of outrageous demands to the Ottomans. In 1402 the forces clashed at Ankara where Timur, using superior strategy, prevailed. Fearing that his actions had in some way aided Christians, he sent message to the Christian Knights of Rhodes who ruled Smyrna (on the Mediterranean) that they must convert or pay tribute to him, both of which they refused believing their city to be unconquerable. Timur and his army attacked and annihilated the entire population – men, women, and children, of the city, displaying their heads on a Pyramid.

Powers in the west had a growing interest in Timur who they felt could be of help in removing the Turks from the Holy Land. They sent friendly correspondence to Timur who was interested in promoting trade. In 1404 Timur was preparing for his return to China, setting out a year later. He died en route, however, upon which point the army returned to Samarkand and had his body embalmed. His empire eventually disintegrated, but the people of Samarkand continued to see Timur as the great man of their people. His impact on central Asia made him a leader of great importance in the region, while Arab, Indian, and Persian accounts continued to vilify him.

An intelligent and brilliantly tactical warrior whose ruthlessness and ambition rivalled the most revered conquerors of any age made Timur a great leader of his people. He was the founder of the Timurid Empire (1370–1405) and great great grandfather of Babur, the founder of the Mughal Dynasty, which survived until 1857 as the Mughal Empire of India. Yet he was also a patron of arts and learning, making him a fascinating mixture.

Whatever one’s opinion of the man, national hero or violent tyrant, Timur was always successful in what he attempted to do, and he consistently gathered forces around him whose intense loyalty was a personal testament to his skills.

http://bit.ly/bNlck8

Victoria Yates

  http://bit.ly/bNlck8

 

 

Dear Foursquare: This Is Not the Right Time to Sell – from Mashable

Foursquare

From mick's leadership blog .. 

As I am a fan of Foursquare (often to the amusement of many people around me ;-) I thought this very interesting. My take? Foursquare folks, please stay independent as long as you can ...

"The Social Analyst is a weekly column by Mashable Co-Editor Ben Parr, where he digs into social media trends and how they are affecting companies in the space. It’s undeniable: Foursquare (Foursquare) has been on fire in a way that no startup since Twitter (Twitter) has come close to achieving. It’s changing the world and acquiring new users at a rapid place, so perhaps that’s why it doesn’t surprise us to learn that Yahoo is trying aggressively to acquire Foursquare.

According to Kara Swisher of AllThingsD, Foursquare and its founder Dennis Crowley have two options: raise more money from venture capital firms that would value the company at around $100 million, or be acquired by Yahoo for $125 million or more.  

These are not small numbers and this is not an easy decision. The payday from Yahoo would be enough for most of the Foursquare team to be very happy for the rest of their lives. Any overtures from the Internet giant should be taken seriously.

However, if Crowley and the Foursquare team want to make the kind of worldwide impact that only a handful of people can claim to have achieved, all while building a company with far greater value than the money Yahoo is offering, then it needs to take venture capital money, forgo the immediate payday, and amp up Foursquare’s growth to the Facebook and Twitter level."

Read the rest of this post from Ben Parr

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