While we at Leaders for Good focus on the “how” of leading with experiential workshops, our work is based on empirical evidence, neuroscience and social sciences research conducted by university professors and other researchers. We’re building out this Resource Page to provide you with game-changing viewpoints that highlight the emerging future and the emerging leadership paradigm, human-centric leading (HCL). If you find good resources that we haven’t yet listed, please let us know!
Disrupt Your Leading (2016)
Leading with Emotion: The Conditions for Disruptive Innovation (2014)
Interview with Oliva Parr-Rud (2014)
Interview with Ani Davidson (2013)
HCL course introduction:
We’re in the early stages of gathering HCL case studies outside of our clients and Ambassadors. However, below are some groups of people who are succeeding with either new organizational structures or moves toward HCL within the existing LIM model. They may not use the term, human-centric leading, yet ascribe to bits and pieces of the emerging leadership model:
In the HCL model:
Moving toward HCL within the LIM model:
- Dignity Health – a California not-for-profit benefit corporation providing healthcare to all
- Zappos – a digital shoe sales platform whose leadership now teaches others how to create happiness cultures
- Google and Facebook HR teams provide coaching and educational resources to their staff, including unconscious bias training here and here
- Dell, which de-listed itself to be free from quarterly profit-centric pressure
- A growing list of companies that are benefit corporations – examples include Kiva, Patagonia, Nativa Lab, Green Mountain Power; read more about b corps here
- Bill & Melinda Gates Foundation introducing a more family-nurturing parental leave policy
Leadership and Self-Deception by the Arbinger Group
Leading from the Emerging Future by Otto Scharmer and Katrin Kaufer
Theory U by Otto Scharmer – an economist’s conclusion that comes close to HCL
Humans are Underrated by Geoff Colvin
Cultural Creatives by Paul Ray and Sherry Ruth Anderson
Throwing Rocks at the Google Bus by Douglas Rushkoff
Emotional Intelligence by Daniel Goleman
The Gift of Fear by Gavin de Becker
The Gifts of Imperfection by Brené Brown
Man, Interrupted by Phil Zimbardo
Self-Aware Universe by Amit Goswami
The Biology of Belief by Bruce Lipton
The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, the Public by Lynn Stout
Crucial Accountability by Kerry Patterson, et al
Peak by Chip Conley
Four Agreements by Miguel Ruiz
Loving What Is by Byron Katie
Getting to Yes by William Ury
Failure to Communicate by Holly Weeks
I post most of my articles under my blog, yet find these articles below interesting in their insights and data:
Fortune Magazine article by Jeffrey Pfeffer on Is your workplace killing you?
Guardian article by Susie Steiner on “Top 5 Regrets of the Dying”
HBR article by John Gabarro and John Kotter on “Managing your Boss”
HBR article by David Rock and Heidi Grant on “Why Diverse Teams are Smarter”
The science behind collective lying: How and why employees cheat by Roxanne Bauer
Here are some examples of people who question the status quo and doing something new for the greater good. If you find others, feel free to share them with us!
Standford’s Phil Zimbardo’s TED talk on context in a violent environment — question for you — do you think that such behavior would exist if people saw people as humans with inherent value and unlimited potential or do they HAVE to see people within a hierarchy and judgement of good/bad to treat others with such inhumanity? Which basic human needs do you think the abusers are trying to fill with such behavior?
See Carol Dweck’s research findings on the fixed and growth mindsets. Which mindset do you notice being reinforced in your organization? What could you do to stay in the growth mindset amidst a context of a fixed mindset?
In the video with Dan Ariely below, he talks about dishonesty.
While most people use the bad apple theory without even knowing it, search has proven that it’s the context that needs to be changed, not the people. So, if this is true that context affects behavior — let’s wonder — would people lie or cheat if they worked within an environment where they’re treated with respect, as individuals with inherent value and unlimited potential? Does cheating behavior, as an example, surface because society asks people to forever prove their value with visible achievements? What about the value of creating a positive team feeling, which is felt and not necessarily seen? Could leaders in organizations and society eliminate the “need” to lie by accepting people in their totality and creating open and safe team environments in which people thrive? Is this possible?
More questions for you — if people were treated with respect and dignity at the offices Dan talks about, do you think that they’d wait until 9:01pm to order food and then leave the office or is that behavior a reaction to the way they’re treated? If they were treated with respect, would they do that or is a compensation for feeling badly and wanting to “get even”? On another point in the video with the woman with cancer, what is she assuming (about herself, her children, honesty, their emotions, her emotions, etc) when she wonders if she should tell her children at once or slowly? If she assumed that honesty was important and that, as a family, they could handle the news, what might she conclude differently?
An article named, “A Little Guide on Emotions”
UC Berkeley’s Dacher Keltner’s research highlights an HCL form of power – earning it from others who willingly give it to you; becoming a leader people want to follow. It also invites a new definition of success that creates more upside than downside. Contrast this to the second perspective below by Stanford’s Jeffrey Pfeffer:
Stanford’s Jeffrey Pfeffer reminds us how to succeed in today’s outgoing LIM model. While his advice comes from a caring heart and advice that’s useful useful in today’s organizational world, it reinforces the existing system that brings more downside than upside:
Burnout is a new topic that’s surfaced within today’s organizational context and the goal of “having it all.” Researchers have started to study it as a serious health issue and have come up with some interesting delineations. Here are a couple of videos that can help you learn about burnout and how to come back to balance from it: