Trend Watch: Truthful Consumerism

The Trendwatching organization released a 4 minute video that provides helpful insights about emerging trends which are impacting our businesses. In it, they address rising societal concerns related to globalization, inequality, mass migration, and technology. More importantly, they provide some suggestions of how organizations should respond in order to succeed in this shifting environment. Watch the video below to find out some tips which will help you succeed in the future.

Head ShotDr. Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:


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Income Equality: 17 Things to Watch

A number of years ago I discovered a funny term called the GINI index. While it sounds rather technical, it is a fairly simple measurement which assesses the gap between the rich and poor. For example, if your country has a very high GINI score (like Brazil), the wealth of the country is in the hands of very few people (and we repeatedly heard this theme during the recent Summer Olympic broadcasts). In contrast, a nation like Austria has a very low GINI index. This means there is less income disparity between the wealth and the poor.

Beyond being a fascinating statistic, there is an important warning that the GINI index provides – it has proven to be a strong predictor of social and political unrest! When the GINI index is high a country is ripe for violence, rebellion and protests. The opposite is true when there is a low score. Today’s blog provides some great trend insights from Shaping Tomorrow about changes in global economic equality. Here are 15 inequality trends to keep an eye on!

“Growing wealth gaps are the biggest threat to global sustainability today and inequality can be expected to increase. Economic inequality will likely reach unprecedented levels. Here are some issues and potential solutions that we must all work to solve or suffer the potential consequences”.

  1. Total annual economic losses due to gender inequality in the labor market have averaged US$95 billion per year since 2010 in sub-Saharan Africa and could be as high as US$105 billion.
  2. Just because income inequality is rising doesn’t mean that “happiness inequality” will rise in tandem.
  3. The spike in income inequality will create social unrest.
  4. If wage differentials continue along their current trajectory, the UK will have returned to Victorian levels of income inequality by 2030.
  5. Differences in schooling and educational attainment are already the most significant determinants of income inequality in China.
  6. A glut of young workers, poverty, inequality, and urbanization-the most likely future is that informal employment will persist or grow in many or all economies.
  7. A growing share of the workforce could be left behind even as digital technologies increase overall income.
  8. AI will bring challenges in areas like inequality and employment.
  9. The absolute number of people living in extreme poverty in sub-Saharan Africa could increase by over 50 million between 2011 and 2030 to 470 million people.
  10. The spread of robotics and intelligent computers will exacerbate social inequality across the globe.
  11. Simply expanding access to the Internet will not stem the tide of inequality it is creating.
  12. A new McKinsey Global Institute report finds that $12 trillion could be added to global GDP by 2025 by advancing women’s equality.
  13. One may expect a counter-wave of right and left radicalism in the developed world.
  14. A minimum income could help reduce the impact of technological unemployment on further exacerbating inequality.
  15. The rise of digital technologies could possibly be playing a part in creating an extreme elite of the very rich.
  16. The rise of robots could depress wages.
  17. The publication of pay ratios will likely help to reduce pay inequality as a result of the outrage that ratios would produce.

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:

Source: Shaping Tomorrow

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E-Residency: How Estonia is Advancing Globalization

Estonia is a tiny nation in the European Baltic region. By airplane, it is about two hours north of Germany. With a population of 1.3 million people, it is the smallest member of the European Union (EU). However, despite its size, it is one of the fastest growing economies in the EU. And their progressive growth may be further fueled by a 2014 decision to offer e-Residency to you and me!

“The Republic of Estonia is the first country to offer e-Residency — a transnational digital identity available to anyone in the world interested in administering a location-independent business online.”

Furthermore, their promotional materials tell us that e-residents can:

    • Establish and administer a company online
    • Conduct all the banking online, e.g. make electronic bank transfers
    • Have access to international payment service providers
    • Digitally sign documents (e.g. annual reports, contracts) within the company as well as with external partners
    • Declare taxes online

At the heart of this landmark decision to offer e-residency is Estonia’s ability to effectively leverage technology. As a result of their free Wi-Fi, immense fiber-optic infrastructure and secure data exchange system, Estonians can electronically sign almost every document. In fact, it is purported that they are so integrated that citizens can file their taxes in less than five minutes. This competitive advantage provides Estonians with secure, seamless transactions and the ability to move information quickly. It also opens the door for people around the world to make use of this same system. For example, I can establish a business in Estonia as an e-citizen because I do not need to physically be present. Estonia has realized that digital information is borderless and built an immigration system that embraces it. Furthermore, they are hoping this strategy will stimulate the economy and broaden their tax base.

A few weeks ago I blogged about two counter-trends – globalization and tribalism (See Going Tribal: When Globalization Fails). In summary, society either seems to be polarizing to one of two extremes; we embrace the complex and messy aspects of globalization, or, we look inward and protect ourselves from outside forces. Estonia has clearly placed their betting chips on globalization. Their press release materials conclude by stating, “With e-Residency, you can become part of the digital society revolution taking place in our dynamic Northern European country. You can become an e-Estonian!

Perhaps you and I will have the opportunity to become an Estonian e-Citizen next!

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:

Source: Estonian e-Residency

Photo Credit: Gadling

17 Global Population Trends You Probably Don’t Know


When was the last time you thoughtfully considered the powerful force of something as simple as population? History is full of examples of how quickly a population change can impact a nation or our world! For example, China’s one-child policy is now causing serious implications for an aged society with few children to care for their elders.

Here are 17 population projections that will deeply impact our world in the decades ahead.

  1. By 2017, Baby Boomers will control 70 percent of America’s disposable income.
  2. More than 40 countries are expected to decrease their population between 2015 and 2050.
  3. Older Americans who describe themselves as lonely have a 45 percent greater risk of dying-and that the population of over-65 adults in the United States is projected to double in the next 15 years.
  4. By 2020, the majority of the world’s middle class population will be located in the Asia Pacific region.
  5. In 2035, 60% of the world’s population will be in cities.
  6. By 2035, almost 80% of the world’s population is projected to be in Asia and Africa.
  7. China’s population is expected to be overtaken by India (1.3 billion) within the next seven years.
  8. The collective working-age population of the world’s advanced economies will decline for the first time since 1950.
  9. By 2030, the current urban population of 3.6 billion will rise to five billion.
  10. The urban population of the developing world is expected to double between 2000 and 2030.
  11. Over 85 percent of the world’s population will likely live in a city by the end of the 21st century.
  12. The global rural population is now almost 3.4 billion and expected to decline to 3.2 billion by 2050.
  13. Over the next 40 years, Asia’s urban population is projected to increase from 1.9 billion to 3.2 billion.
  14. By 2030, a billion Chinese people will be city dwellers.
  15. Half the world’s population is expected to be online by 2019.
  16. Up to 2030 the world will need to build the equivalent of a city of 1 million people every five days.
  17. Labor markets will need to add 600 million new jobs by 2026 to accommodate changing global demographics.

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:

Source: Shaping Tomorrow

Going Tribal: When Globalization Fails

Much ado about globalization has occurred over the past two decades. Spurred by technology, the ease of travel and our never-ending appetite for cheap products, our globe has seemingly grown smaller as more and more cultures connect to do business.

However, trends are often accompanied by counter-trends. This simply means that a segment of the population pulls in the opposite direction as a means to counter a trend they do not like. For example, the modern trend of ever-present technology is increasingly facing a counter-trend of ‘unplugging’. There are vacations designed to help people unplug and even recovery groups for those addicted to technology (similar to AA).

Europe is currently in the midst a major counter-trend against globalization.  It is called tribalism and I believe that its’ impact will signal a major change in the globalization norms we have experienced in recent decades. Tribalism refers to a way of thinking or behaving that places your loyalty with your ‘tribe’ (a group with whom you share affinity) rather than to your country, social group or friends. While globalization has quietly turned us into a global village, tribalism seeks to ensure that we take care of the needs of our own little village first! Here are two examples of how tribalism is currently manifesting itself in Europe.

  1. Immigration. There is tremendous backlash in many parts of Europe as a result of the major influx of refugees that many countries have experienced. A country like Germany has been welcoming millions of immigrants with open arms (an example of an attitude that embraces globalization). At the same time, we see other countries closing their borders and citizens mounting protests against immigration (an example of tribalism).
  2. Brexit. On June 23, British citizens will vote to determine if their nation will leave the European Union (EU). This issue is closely related to many of the issues noted above regarding immigration and perceptions that leaving the EU will protect British financial interests (consider the recent monetary bailouts for Greece). To loosely quote Shakespeare, this referendum can be summarized as,”To be globalized or to be tribalized. That is the question“.

The counter trend of tribalism also manifests itself in our workplaces. For example, business departments that seek their own needs ahead of the company they work for are demonstrating an aspect of tribalism. Concerns about members of the same family working for the same company or department (typically called nepotism) also relates to concerns about tribalism.

Globalism and tribalism and complex issues that I cannot adequately debate in this short blog. However, awareness about this tug of war between global and tribal priorities is something that we each need to develop. Expect it to continue to increase in significance in the decade ahead.

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:


27 Charts of Leadership Communication Styles Around the World

Earlier this week I shared a great infographic about differences in global leadership (24 Charts of Leadership Styles). It used the amazing work of Richard Lewis and his work on global leadership and culture. Today’s content is a follow-up infographic from Mr. Lewis. It focuses on differences in global communication styles.

As a Canadian who lives in America and occasionally teaches in Europe, I have had my share of communication mishaps. I have learned that the need to develop cultural agility is a critical skill for 21st century leaders. Take a look below and see if you have experienced any of these differences. Or more importantly, assess how others view you!

communication patterns charts_03

Interested in learning more about global leadership? You may enjoy some of my past posts about leadership norms around the word: Gender EqualityAssertivenessFuture Orientation, Power DistancePerformance Orientation, Human Orientation and Individualism

When Cultures Collide by Richard Lewis is available for purchase on Amazon.

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:

24 Charts of Leadership Styles Around the World

Today’s content was originally posted by my colleague Paul Sohn. It contains a fantastic overview about global leadership styles and he graciously allowed me to recycle it for your enjoyment. 

I had only been in Lithuania for an hour when a store-clerk looked me in the eye, shook her finger under my nose and forcefully said, “No! No! No!” in broken English. This unusual experience quickly taught me that things work differently in Lithuania! From a legal perspective, I learned that you cannot buy beer at the grocery store after 10 p.m.! This brusque statement was an actually an act of someone doing her job! From a leadership perspective, I learned that blunt and forceful communication is a norm when you are working with someone who grew up in Lithuania during the Soviet occupation.

We encounter vastly different leadership situations depending which patch of earth we stand on. The following infographic provide 24 insightful ways to understand leadership differences across the globe. They were developed by Richard D. Lewis in his book When Cultures Collide.





Interested in more about differences about global leadership? Later this week I will post part II (another infographic) which provides valuable insights about cross-cultural communication. In the meantime, you may enjoy some of my past posts about leadership differences around the word: Gender EqualityAssertivenessFuture Orientation, Power DistancePerformance Orientation, Human Orientation and Individualism

When Cultures Collide is available for purchase on Amazon. You may also be interested in Paul Sohn’s recent book, Quarter-Life Calling: How to Find Your Sweet Spot in Your Twenties.

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Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email:

4 Things Star Wars Teaches Us About Cross-Cultural Leadership

As a professor I often tell my students that we will engage in learning and teaching together.  I am consistently influenced by the work and insights of my students. Today’s guest blog is an example of some great lessons by Christina, a student in my Global Leadership class. I know you will enjoy it!


As more and more organizations become global, leaders are faced with an increasing need to engage followers from differing backgrounds and cultures. Culture plays a significant role in how leaders interact with those around them. Behaviors and traits that are valued in one culture may not be acceptable in another. Developing the skills needed to effectively lead individuals from multiple cultures can be challenging. Therefore, it is important for leaders to understand how to relate to their followers while still doing what is best for the organization.

Star Wars has been a pop culture phenomenon for decades, inciting internet memes, fan fiction, merchandise, costumes and theme park attractions. Although I’m no Star Wars expert, our family recently watched the movies and as we did, I began to observe connections between cross-cultural leadership and this blockbuster series. Here are the four things that Star Wars taught me about how to engage followers from different cultures.


You might assume that I learned this lesson by watching the main love interests, Princess Leia and Han Solo, interacting on screen. However, I believe that the real romance is found between Han and his loyal sidekick Chewbacca. Despite grunts and throat gurgles that only they can understand, the audience knows exactly what they mean to each other and are privy to their heartwarming bromance. They clearly demonstrate that the power of love transcends cultural boundaries.

Love translates into any language. No matter where you are from, you just know when someone loves and respects you. Even when there is a cultural gap, followers instinctively understand when their leader loves and cares about them. Leaders who operate in the global environment must demonstrate their affection through agape love which is unselfish, self-giving, not self-seeking, and does not expect love in return [1]. In fact, love (and belonging) is one of Maslow’s basic necessities [2]. This can be attributed to our deep-rooted need to feel affirmation by those we work, live and interact with. Love is an important aspect of leadership that works as a motivator to individuals from any nation. Especially in global environments, research shows that employees who feel loved, valued and respected tend to work harder [3].


Star Wars also taught me that the ‘softer’ skills which contribute to effective leadership can be learned (like emotional intelligence, personality and cognitive intelligence). In the newer films, supporting character Jar Jar Binks is just plain annoying! He lacks the social skills and personal discipline which often results in trouble. However, there is one scene where Jedi Master Qui Gon Jinn carefully corrects Jar Jar because he believes him to be capable of changing.

I once worked on the same floor as Dave, a manager of a different department. Dave was brilliant. Technically adept at a wide variety of skills, he was often put in charge of large projects that had nothing to do with his job description just because of his extensive knowledge. The only downside to Dave was his lack of what researchers call ‘soft skills’, those skills that focus on emotional intelligence, leadership, and inspiring others. After a particularly difficult meeting with his superiors Dave was frustrated and took his anger out on his assistant (something he had done several times in the past). His behavior was noted by another manager on our floor named Louis who pulled him aside. Louis took the time to sit with him and explain why yelling at his assistant was, to quote Louis, “not nice”. The simplicity of the statement struck a chord with Dave. He was embarrassed that his actions had been seen around the office and had resulted in his reputation of being a mean boss. He went to his assistant the next day and apologized, something he would have never done in the past. He also apologized to others on the floor who had experienced his outbursts. There was a noticeable transformation in Dave over the next few months. Even though he occasionally had minor mishaps with colleagues and his personality was still a little abrasive, there was a definite change in overall behavior and attitude.

Soft skills are often learned through personal experience and reflection [4]. One-on-one coaching and mentoring are also valuable ways to further develop the leadership skillsets necessary in the global environment [5]. Leaders can sharpen their global leadership abilities by asking others for feedback and being open to constructive criticism. Vulnerability and respecting other’s opinions are keys to learning soft skills.


Leaders cannot charge head first into a new situation without first observing the behaviors and culture of those they are working with. It is key (especially in global leadership) to carefully scrutinize new environments before interacting. We learned this lesson when Han, Leia, and Luke battled the primitive Ewoks. When they are first sighted by their enemy, Han decided there wasn’t enough time to think up a plan and instead impulsively ran out to attack them. He believed that the Ewoks would be easily defeated due to diminutive size and lack of technology. However, the furry little creatures surprised everyone with their cunning traps and aggressive fighting style.

Research has shown that observation is a key component of learning socially accepted behaviors [6]. As we look around in nature, we learn that most behavior is learned from observation. In order to fit in with the other kids at school, a child will watch the others before acting. The same principle applied to leaders operating in other cultures. Before leading a group of individuals from different cultures, leaders should take the time to observe and learn about their values, norms, accepted practices, and behaviors.


The greatest example of a humble leader in the Star Wars saga is Yoda. The little green alien with strange speech patterns is beloved by fans everywhere. It’s not his venerated position or incredible fighting skills that earned him this reputation. Rather, it is the simple way that he unobtrusively serves those he teaches. With bowed head and a soft-spoken voice, this Jedi master guides those he leads with their best interests at heart.

One of the most common misconceptions about leadership is that those who lead are always attractive, strong-willed, and charismatic. However, some of the best leaders are made of the most unassuming individuals. Servant leadership is based on the theory that a leader’s primary concern should be to serve followers while helping them achieve their fullest potential [7]. This means leaders put the needs and desires of their followers before their own, and seek to encourage and promote followers instead of themselves.


Star Wars may be a sci-fi fantasy but the lessons learned from the series are applicable in real world scenarios. Leaders who add these principles to their repertoire will be able to better interact with followers despite cultural differences. Communication will be richer because leaders are focused on the needs of their followers. This selfless abandonment of pride allows leaders to effectively guide those who live in cultures that are different from their own. Star Wars teaches us that engaging in cross-cultural leadership requires sacrifice, humility, love, respect, vulnerability, observation, and patience. Leaders who work in a global environment have the choice to focus on sharpening these skillsets in order to be more effective across cultures.

As Yoda reminds us, “Do. Or do not. There is no try.”


Princess Leia

Christina Angelakos is a student at Regent University in the Doctor of Strategic Leadership program. She works for a church in Orlando helping people connect in Small Groups and Volunteering. Christina spends her extra time with her family, playing music and watching old movies (Star Wars when her Dad has the remote!). Twitter: @ChristinaAngel

Head ShotDr. Jeff Suderman an educator, consultant and pracademic who works in the field of organizational development. He has not yet pre-purchased his tickets for the new Star Wars movie. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman


[1] Hoyle, J. (2002). Leadership and the force of love: Six keys to motivating with love. Thousand Oaks, Calif: Corwin Press.

[2] Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, 370–396.

[3] Kinyanjui, S. (2013). Innovative strategies for managing workforce diversity in kenyan leading corporations in present global scenario. International Journal of Business and Management, 8(15), 20-32.

[4] Dixon, J., Belnap, C., Albrecht, C., & Lee, K. (2010). THE IMPORTANCE OF SOFT SKILLS. Corporate Finance Review, 14(6), 35-38.

[5] Baron, L., & Morin, L. (2010). The impact of executive coaching on self-efficacy related to management soft-skills. Leadership & Organization Development Journal, 31(1), 18-38.

[6] Almeida, F. (2011). Vicarious learning and institutional economics. Journal of Economic Issues, 45(4), 839-855.

[7] van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128(1), 119-131.

Global Leadership: Do You Have These 3 Cultural Agility Skills?

I like to spend time with people who have lived in other cultures. They are interesting. They have great stories. And they usually possess an exemplary set of interpersonal skills. The ability to be successful in other cultures – personally or professionally – is not an accidental ability. It is something that is developed.

As we encounter different cultures, we subconsciously use one of three methods to make intercultural relationships work. Understanding these three strategies can help us be more effective in becoming culturally agile.

Strategy 1 – Cultural Minimization. You standardize or control cultural differences in order to create consistency. Your goal is to limit cultural differences.

I teach in both North America and in Europe where grading norms differ. In order to provide a consistent standard, grading is defined by a rubric. A grading rubric outlines exactly how a grade is calculated. This minimizes differences in grading standards, something that is important when you have courses taught by people from different nationalities.

Strategy 2 – Cultural Adaptation. You adjust to cultural differences and respond in a way that is expected in that culture. You adapt to the norms of others.

My friend who lived in Indonesia was driving us through the busy streets of Jakarta. To a North American, the driving norms resembled chaos. However, as he spoke of traffic he stated, “In Jakarta, you need to drive like you are in a river. You just have to go with the flow and the currents of traffic and you’ll be fine”. Cultural adapters learn to accept and thrive within existing cultural norms.

Strategy 3 – Cultural Integration. You create a new set of norms and respond with collaboration to find solutions acceptable to all cultures affected (Caligiuri).

A friend of mine is a North American Expat living in the Middle East. In this prevailing Muslim culture, women are expected to wear abayas to cover themselves completely when in public. However, inside their expatriate camp women are theoretically free to dress as they please (they could wear their athletic workout gear at the commissary!) In practice, most women wear clothing that isn’t revealing and is deemed acceptable. Long dresses or loose clothing is worn to provide some cover yet not offend. Discretion and discernment result in an integration strategy that finds acceptable middle ground. 

An easy way to understand these skills is with the following continuum:

Cultural Competency Strategies

When you minimize, you seek to make differences insignificant. Conversely, when you adapt, you decide to let the prevailing culture dictate your behaviors. An integration approach combines the two and seeks to find a middle ground or a new norm.

However, knowing these three strategies is only the first step in being culturally effective. The key is knowing when to use each one at the appropriate time (Caligiuri). There are times when minimizing will be effective and times when it will be offensive. Similarly, integrating or adapting are not always the right solutions.

Therefore, effective leaders must first equip themselves with knowledge about these three unique skills. Secondly, they must develop know-how that helps them know when each is most effective (or inappropriate). Research shows that these three skills are not optional for global workers. They are of utmost importance if you seek to be effective.


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Dr. Jeff Suderman is a global apprentice, consultant and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman


Paula Caliguriuri (2012). Cultural Agility: Building a Pipeline of Successful Global Professionals.

20 More Quotable Quotes from the Global Leadership Summit 2015 Part II

Today’s post contains 20 more great quotes from speakers at the Global Leadership Summit last week. If you missed the first post you can access it here.

  1. Art isn’t about drawing; it’s about learning to see. What organization doesn’t need this ability? Ed Catmull (Pixar Pictures)
  2. Talent can get you to the top but only character will keep you there. Craig Groeschel
  3. We don’t hire people we select people. This is the first step to employing caring people. Horst Schultze
  4. In a growing company you are under-qualified every day. Liz Wiseman
  5. When God asks you a question, remember that it’s not because he doesn’t know the answer. Sam Adeyemi
  6. I don’t want a job I am qualified for because then I’d have nothing to learn! Work satisfaction increases as our level of work challenge increases. Liz Wiseman
  7. Whenever we delegate tasks we create followers. When we delegate authority we develop leaders. Craig Groeschel
  8. No one can claim superiority over another human being. Horst Schultze
  9. When we professionally linger too long on a plateau a little part of ourselves dies. Liz Wiseman
  10. You cannot do leadership without a source of regenerative strength. What is your source? Bill Hybels
  11. It is immoral to hire people to perform a function. I hire them to join my dream. Horst Schultze
  12. The rookie zone is powerful because we don’t like it. As a result, we work hard to reduce the tension. This produces great results, ones which are often beyond the expected capacity of a rookie. Liz Wiseman
  13. As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results. Craig Groeschel
  14. Signs that your performance is at a plateau | the remedy to your plateau:
    – Things are running smoothly | Throw away your notes.
    – You already have the answers | Become the one who asks the questions.
    – You get positive feedback | Admit what you don’t know to others.
    – You’ve become the mentor | Let someone else lead.
    – You’re busy but bored | It’s time to disqualify yourself and put yourself at the bottom of a learning curve.  Liz Wiseman
  15. The five C’s of expanding your capacity.
    Build your confidence.
    2. Expand your connections.
    3. Improve your competence.
    4. Strengthen your character. If character is not strengthening your capacity is weakening. We need to check our leadership for leaks.
    5. Increase your commitment.

Sheila Heen, co-author of the book Thanks for the Feedback provided my favorite session. I have grouped her quotes as they flow best together.

  1. We each have two human needs: To learn and grow & to be respected, accepted and loved the way you are. Even though feedback facilitates learning and growth, it conflicts with our need to feel respected. This is a key reason we resist feedback. Sheila Heen
  1. The fastest way for an organization to improve feedback is for the leader to personally model it. Sheila Heen
  2. There are three kinds of feedback and organizations must utilize all three to be effective:
    Evaluation. This rates you against standards and peers. It lets you know where you stand.
    2. Coaching. This information helps you get better and learn. It is an engine for learning.
    3. Appreciation. Most desire for feedback is usually for appreciation. It motivates us. Sheila Heen
  3. 93% of employees feel underappreciated. When work gets difficult, appreciation is the first thing to drop. Sheila Henn
  4. Evaluation and coaching get tangled together. When this occurs, the noise of evaluation drowns out coaching efforts. Think of this like a term paper. When you get your assignment grade back (evaluation) you tend to tune out the professor notes in the margins (coaching) if the grade is higher or lower than expected. Sheila Heen


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Dr. Jeff Suderman is a leader-in-process, consultant and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman