Friday, August 25, 2023
أيكونوكلازم
Tuesday, August 22, 2023
Good Leadership Is About Asking Good Questions
Especially when they find themselves in the midst of crisis and uncertainty, leaders should ask powerful and inspiring questions. Asking questions well can put you on the path to solving intractable problems and will also help you connect with others and, counterintuitively, to earn their trust. Those questions should be big in scope: What new opportunities have emerged that we don’t want to miss? How might we use new technologies to change our business model? And you should involve others in answering those questions —employees, stakeholders, and even customers. Doing so can not only help you generate better answers, it can also help you to change your organization’s culture.
Leaders today need to revisit an overlooked skill: asking questions. In my 40 years as an executive and advisor in Silicon Valley, I’ve often seen leaders assume that people look to them for answers — bold assertions that build people’s confidence in their competence. But in reality, that kind of approach erodes trust, especially at a time when so much is manifestly uncertain. You think you have the answers to all important questions? That suggests that you are either clueless — you have no idea how rapidly the world is changing — or that you are lying. In either case, you won’t find that trust that you’ve been looking for.
Instead, leaders should ask powerful and inspiring questions, convey that they don’t have the answers, and solicit others’ help to find them. The leaders I talk to tend to be nervous about this approach: Won’t it look like they don’t know what they’re doing? On the contrary, however, research has shown that expressing vulnerability and asking for help is a strong signal to others that you are trusting, and you’re more likely to be trusted in return. In fact, if you can learn to ask questions well, it can help you connect with others. Thinking together can put you on the path to solving intractable problems and sparking innovative thinking.
Drucker Forum 2020
This article is one in a series related to the 12th Global Peter Drucker Forum, with the theme “Leadership Everywhere.” See the program here.
Wednesday, August 16, 2023
FREE Sustainability courses from the United Nations
FREE Sustainability courses from the United Nations.
🔗 Course Links:
1. The Paris Agreement on Climate Change as a Development Agenda: https://lnkd.in/eFsr2TwM
2. Integration of the SDGs into National Planning: https://lnkd.in/e6vuGHng
3. Green Marketing Challenge: https://lnkd.in/eWByut-N
4. Impact Measurement & Management for the SDGs: https://lnkd.in/e3mBsuhQ
5. Integrated Approaches to Mainstreaming, Acceleration and Policy Support for the SDGs: https://lnkd.in/eENsUTdw
6. Digital4Sustainability Learning Path: https://lnkd.in/e3Vu_842
7. What is the Net-Zero Standard: https://lnkd.in/eKVzhvm8
8. Setting Science-Based Targets to Achieve Net-Zero: https://lnkd.in/e2rETaz9
9. Sustainable Consumption and Production in Africa: https://lnkd.in/eAh7J75a
10. Introduction to risk-informed, conflict-sensitive and peacebuilding programming: https://lnkd.in/evgywv46
Although it is important to ensure that initiatives produce gains for both people and place, meta measures of progress for each neighborhood are the best markers of neighborhood progress or regression. While each neighborhood context requires a different definition of a “positive outcome” and a different set of outcome-based measurement tools to evaluate these, meta or aggregate indicators are better at tracking progress than anything focused on one or more micro numbers. The meta indicators help ensure that everyone focuses on the larger picture, which typically requires efforts that advance multiple objectives simultaneously. Too much fixation on improving one or more social outcomes encourages actors to improve those numbers instead of focusing on overall neighborhood wellbeing.
These meta measures include the following:
• Relative property values (e.g., changes in property value compared to average changes in urban areas or similar rural counties)
• Resident transiency rate (e.g., percentage of residents moving annually)
• Family stability (e.g., percentage of children living in single-parent house holds, fraction of married or divorced adults)
• Collective efficacy (e.g., wealth of organizational life, level of participation in community activities, ability to enforce norms)
• Crime rates (e.g., overall crime rates, violent crime rates)
• School performance (e.g., dropout rates, test scores)
Tracking these measures by social group (race, ethnicity) and area (blocks, subsets of neighborhoods) ensures inclusiveness. Similarly, monitoring how well residents do over time ensures that benefits are shared if gentrification changes a population mix too rapidly. (All neighborhoods regularly experience some churn.) On a larger scale, creating measurements that agglomerate neighborhood indicators across cities, regions, or country would not only track broader progress but also increase the likelihood that place-based dynamics are prioritized.
Aligning everyone involved—from local leaders to various organizations (e.g., real estate developers, healthcare providers, philanthropists, housing authorities, education authorities, and economic development agencies)— around a small set of common indicators measuring neighborhood progress is essential. The indicators should be shared across all stakeholders and used as neighborhood performance metrics. There are, of course, other ways to measure the strength of neighborhoods—for example, a bottom-up approach that better reflects resident priorities and goals.
Thank you David Edwards and Purpose Built Communities for sharing their experience in this area.
For anyone who wants sources, please reach out.
#neighborhoods #placemaking #systemschange #socialimpact #communitydevelopment Placemaking Education PlacemakingX Adam Barlow-Thompson The Lupton Center The Neighboring Movement David Burton Eric Smith, MA Danya Pastuszek Debra Jakubec