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How To Avoid World War III in Asia - 6th Jul
World War II still hasn’t ended, yet World War III already looms. The recent discovery of large oil and gas reserves under the Senkaku/Diaoyu Islands islands has heated up the situation dramatically, with military budgets surging, and warships, coast guards and fighter jets scrambling to assert control over the commons. Meanwhile, tensions on the Korean Peninsula have drastically escalated into the world’s most dangerous flashpoint over the past seven decades precisely because the Korean War itself was never formally ended in 1953. A multipolar world can be an unstable landscape of security dilemmas and proxy competitions à la Europe before World War I, or it can be a stable balance of power in which sufficient distance among poles and respect for their spheres of influence generates a dynamic equilibrium. If we want this kind of lasting global stability, we must permit technocrats to make the peace first.
Brent Gleeson: Want To Crush Your Goals Next Year? Here Are 12 Questions To Ask Your Boss In 2018 - 22nd Dec
The best people I have managed are the most proactive when it comes to taking ownership and accountability over their development. They show a deep emotional connection to the company and to their work. They don’t sit around waiting to be told what to do. They are team players and take on roles and responsibilities outside of their job description – when it’s appropriate and as long as those activities don’t distract them from the goals they have set with their manager. And most importantly, they are brave and manage up!
The workplace has become more digital, more diverse and more reliant on advanced technology, yet most organizations and their leaders have yet to understand how to leverage these new opportunities for increased efficiency and agility.
Brent Gleeson: Strategies For Making Organizational Change Stick And Building A Bright Future - 10th Nov
When an organization creates trust through open communication – and by being willing to empower team members to both receive important information and act on it – it creates a truly collaborative, communicative environment – an organization poised for leading lasting change.
Resilient organizations last long and navigate change better than anyone else. They are well-prepared, disciplined, have courageous teams who embrace change, and a culture founded on trust and accountability. They have aligned leaders who show courage in the face of unimaginable obstacles and gain participation and buy-in from all levels of the organization.
Great leaders know that values are only as good as the behaviors everyone in the company embodies every day. Values only matter if people actually live them. They only become part of the culture when the value-driven actions become habits. And those habits are openly rewarded.