Robert Kaplan, Harvard Business School professor and author of "What to Ask the Person in the Mirror."

Rick Ridgeway, vice president of environmental initiatives at Patagonia.

Michael Beer, Harvard Business School professor and coauthor of "Higher Ambition: How Great Leaders Create Economic and Social Value."

John Coleman, coauthor of "Passion and Purpose," with contributors Patrick Chun, Umaimah Mendhro, and Rye Barcott.

Christiane Amanpour, renowned war correspondent and news anchor.

Marcus Buckingham, founder of TMBC and author of "StandOut."

Boris Groysberg and Michael Slind, authors of "Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations."

Frank Barrett, jazz pianist and author of "Yes to the Mess: Surprising Leadership Lessons from Jazz."

Nancy Koehn, Harvard Business School historian and editor of "The Story of American Business."

Gautam Mukunda, Harvard Business School assistant professor and author of "Indispensable: When Leaders Really Matter."

Gianpiero Petriglieri, professor at INSEAD, on the new global elite.

Herminia Ibarra, author of "Act Like a Leader, Think Like a Leader" and professor at INSEAD, on moving forward, even when it's not comfortable.

The Hollywood icon explains why she moved from acting to producing and directing, then launched a foundation that teaches mindfulness to kids.

There's a lot of crying and shouting both in politics and at the office. Gautam Mukunda of Harvard Business School and Gianpiero Petriglieri of INSEAD help us try to make sense of it all.

Mark Blyth of Brown University and Gianpiero Petriglieri of INSEAD discuss Britain's vote to leave the European Union.

Tim Brown, CEO and president of IDEO, on breakthrough problem-solving.

Harvard Business School professor Nancy Koehn talks about the surprising election of businessman Donald Trump as U.S. president, and what leaders throughout history can tell us about bridging divides and leading in times of uncertainty.

Larry Summers, former U.S. treasury secretary, is calling on American business leaders to stand up to President Donald Trump. Summers sharply criticizes the administration’s protectionist agenda, and he says it’s time for executives to call out how those policies undermine the economy and the country's best interests in the long term.

Sydney Finkelstein, a professor of management at the Tuck School of Business at Dartmouth College, encourages leaders to approach their direct reports like teachers. As Finkelstein explains, being a teacher-leader means continually meeting face to face with employees to communicate lessons about professionalism, points of craft, and life. He says it’s easy to try and that teaching is one of the best ways to motivate people and improve their performance. Finkelstein is the author of “The Best Leaders Are Great Teachers” in the January–February 2018 issue of Harvard Business Review.

Kenneth Frazier, the CEO of the pharmaceutical company known as MSD outside of North America, discusses his upbringing and how it influences his leadership as chief executive. He is one of the few African-American CEOs in the Fortune 500, and shot to prominence after resigning from a council advising the Trump White House. Frazier discusses the importance of values in leadership and how Merck thinks about R&D and drug prices.

Amanda Goodall, a senior lecturer at Cass Business School in London, argues that the best leaders are technical experts, not general managers. She discusses her research findings about doctors who head up hospitals, scholars who lead universities, and all-star basketball players who go on to manage teams. She also gives advice for what to do if you’re a generalist managing experts or an expert managed by a generalist. Goodall is the co-author of the HBR articles “If Your Boss Could Do Your Job, You’re More Likely to Be Happy at Work” and “Why the Best Hospitals Are Managed by Doctors.”

Kristie Rogers, an assistant professor of management at Marquette University, has identified a free and abundant resource most leaders aren’t giving employees enough of: respect. She explains the two types of workplace respect, how to communicate them, and what happens when you don't foster both. Rogers is the author of the article “Do Your Employees Feel Respected?” in the July–August 2018 issue of Harvard Business Review.

John Kerry, former U.S. Secretary of State, shares management and leadership lessons from his long career in public service. He discusses how to win people over to your side, bounce back from defeats, and never give up on your long-term goals. He also calls on private sector CEOs to do more to solve social and political problems. Kerry’s new memoir is "Every Day Is Extra."

Deborah Ancona and Kate Isaacs, researchers at MIT Sloan School of Management, say many companies struggle to be nimble with a command-and-control leadership culture. They studied Xerox’s R&D outfit PARC and the materials science company W.L. Gore & Associates and found these highly innovative organizations have three kinds of leaders: entrepreneurial, enabling, and architecting ones. These roles work together to give direction and avoid creative chaos. Ancona and Isaacs are coauthors of the HBR article "Nimble Leadership."

Rosabeth Moss Kanter, professor at Harvard Business School, believes the world demands a new kind of business leader. She says so-called “advanced leaders” work inside and outside their companies to tackle big issues such as climate change, public health, and social inequality. She gives real-life examples and explains how business leaders can harness their experience, networks, innovative approaches, and the power of their organizations to solve challenging problems. Kanter is the author of the book "Think Outside the Building: How Advanced Leaders Can Change the World One Small Innovation at a Time."

In 1915, polar explorer Ernest Shackleton’s ship became trapped in ice, north of Antarctica. For the next two years, he kept his crew of 27 men alive on a drifting ice cap, then led them in their escape. How Shackleton did that has become one of the most famous leadership case studies. In the first episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn analyze Shackleton’s leadership during the struggle to survive. They discover lessons in building a team, learning from bad bosses, and cultivating empathy.

In 1958, writer Rachel Carson began her exhaustive research on the effects of widespread pesticide use for her next book, Silent Spring. Over the next four years, she built up an airtight case showing how the world’s most powerful chemical companies were harming animals, plants, and people. Her effort was also a race against time, as she struggled against an aggressive form of breast cancer. In the second episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn trace the modern environmental movement back to Carson’s pioneering reporting and powerful prose. They discover lessons in how to strengthen your resilience, gather your energy and skills for a coming challenge, and why caretaking is an act of leadership.

In 1863, U.S. President Abraham Lincoln wrote a scathing letter to his top Union general, who had squandered a chance to end the Civil War. Then Lincoln folded it up and tucked it away in his desk. He never sent it. Lincoln understood that the first action that comes to mind is often counter-productive. In the third episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn explore Lincoln’s career both before and during America’s greatest crisis. They discover lessons on how to learn continuously, communicate values, and exercise emotional self-control.

In 1976, broadcast journalist Oprah Winfrey moved to Baltimore to coanchor the evening newscast at a local TV station. But she struggled in that spot and was moved to the morning talk show. That demotion led Winfrey to discover a professional calling that aligned with her personal sensibilities and emerging strengths. In the final episode of a four-part special series on leadership, HBR Editor in Chief Adi Ignatius and Harvard Business School professor and historian Nancy Koehn trace Winfrey’s career as an entrepreneur and leader of a media empire. They discover lessons on how to cultivate self-awareness, cross traditional boundaries, and responsibly wield influence.

Savannah L. Greatting, CPA, Supervisor + Tax Services at Anders, was selected for the 2019 Wolters Kluwer Emerging Leaders Program.
As a supervisor in the Tax Services Group, Greatting works with individuals on their tax and estate planning. A member… Read More

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David E. Hartley, CPA, CISA, partner and Director + Advisory Services, is speaking on a cybersecurity panel at the 2019 St. Louis CIO Executive Leadership Summit on Thursday, October 3. The summit, Future State 2025 – Driving the Digital Roadmap… Read More

The post David Hartley Speaking on Cybersecurity Panel at CIO Executive Leadership Summit appeared first on Anders CPAs.

Brand Equity: In conversation Erik Qualman, Author (Digital Leaders are made,not born)

There are no set scripts for leaders to follow in order to sail through this situation. This extraordinary situation has certainly placed some uncommon question like never before to the leaders around the world.

Family, friends and elected leaders were joined by police officers from as far away as Chicago.

Managers of both the Kaibab National Forest and Grand Canyon National Park in northern Arizona were recently recognized for the leadership role they've played in managing wildland fire across the landscape and jurisdictional boundaries for the purpose of improving forest health conditions. https://www.nps.gov/grca/learn/news/fire-award.htm

The NHS Leadership Academy exists to develop outstanding leadership in health, in order to improve people’s health and their experiences of the NHS. It is a national organisation for all involved in healthcare. The website introduces the health system to...

WASHINGTON, D.C. (March 23) —The organizations highlighted below express thanks to the Senate for taking the first step in recognizing nonprofits in its proposed relief package. However, we believe Congress needs to take further actions to ensure our...

WASHINGTON, D.C., March 26, 2020 — Following days of heated marathon negotiations, the Senate approved the Coronavirus Aid Relief and Economic Security (CARES) Act, the largest emergency aid package in U.S. history. The CARES Act includes more than $2...

There is a lot of debate going on right now in the WordPress world about the WordPress Foundation barring all ThemeForest/CodeCanyon (Envato really) authors from speaking at WordCamp events. I don't want to rehash the argument here; the best place to get it is in the original post, and the comments on it. Instead, I want to make a different point: Regardless of whether he is right or not, it's good for WordPress that Matt makes these bold choices.

On Wednesday, Gov. Kim Reynolds removed some restrictions on businesses in the 22 counties that have been seeing higher numbers of Iowans affected by COVID-19, including Linn and Johnson counties....

I’m Admiral Mike Franken, and I’m a candidate for the U.S. Senate.

Months before COVID-19 gripped the world, and what feels like an eternity before it began to run roughshod over Iowa, I decided to run for U.S. Senate. Why? Because Iowans deserve experienced leadership in Washington.

Now, Iowa suffers one of the worst outbreaks in the nation; currently, three Iowa cities are the home of the second, forth, and fifth worst outbreaks in the country.

During a crisis, especially a crisis of this severity, there is no alternative to leadership, experience, and vision. Unfortunately, political decisions have taken precedence over workers and their families. Our governor is insistent on opening the state as local experts and the CDC frantically urge otherwise. Sen. Chuck Grassley has said little.

And, indefensibly, Sen. Joni Ernst is declaring that “Iowa has fared pretty well” despite what we know to be true: Iowa still is in a crisis. And the worst still is to come.

Iowa doesn’t just suffer from a pandemic, we suffer from a profound failure of leadership. The question that voters must ask ahead of the June 2 primary is clear: Where can an Iowan look for leadership?

A lack of leadership may come from a lack of experience, as well. I’m no stranger to dealing with disasters, pandemics, or other crises. Hurricanes have slammed economies, and, working for the Department of Defense, I helped rebuild them. Ebola decimated communities and, working in the Pentagon and in Africa, I helped rally the international efforts to save them. I’ve been here before.

My plan is to win this race by offering a showcase of leadership. Recently I began a Daily Coronavirus Briefing on Facebook Live to fill the vacuum of leadership left by Joni Ernst and others. I use these daily opportunities to set the record straight, to discuss what is best for Iowa, how to recover from this pandemic, and kick start our economy, and ultimately build a new America. In short, I will lead to achieve these opportunities.

On June 2, we have a close race for the U.S. Senate. Let’s chart a new course. I am the only candidate with the experience to lead Iowans out of this crisis. Let’s cast a vote for principled, experienced leadership for Iowa.

Michael Franken is a candidate in the Democratic primary for U.S. Senate.

Serving as state representative of House District 85 for the past few years has been a privilege and an honor. I have worked hard to stand for the people of my district fighting for issues that are important to them and to the voters of Iowa City. I want to continue that advocacy and am running for another term in the Iowa House and ask for your vote.

I vigorously support adequate funding for education from pre-school to our community colleges and universities. Our young people are Iowa’s future and deserve the best start available through our excellent education system in Iowa. But we need to provide the dollars necessary to keep our teachers in the classroom so our children are prepared for whatever may lie ahead of them.

I have advocated for the fair treatment of workers in Iowa and support their right to organize. I have worked on laws for equal pay for equal work and whistle blower protection.

I am for essential funding for mental health services for Iowans of all ages. Children and adults who are struggling with mental health issues should have services available to them no matter where they live in this state.

I have fought to keep government open and accessible to Iowans. I support open records and open meetings laws to ensure that availability and transparency to all Iowans.

Keeping voting easy and accessible to voters has been a priority of mine. I support a fair and balanced redistricting system for voting in Iowa.

I have advocated to keep the bottle deposit law in place and expand it to cover the many new types of containers available.

I have worked on oversight legislation after several investigations into defrauding government which involved boarding homes, government agencies and pharmacy benefit managers (the “middleman” between pharmacies/Medicaid and the healthcare insurance companies.)

I cannot avoid mentioning the challenge of the coronavirus in Iowa. It has impacted our health, jobs, families and businesses. No one could have predicted this pandemic but as Iowans, we need to do our best to limit contact and the spread of this disease. My sincere appreciation goes to those workers on the frontlines of this crisis: the healthcare workers, store owners, businesses, farmers, teachers and workers who show up every day to keep this state moving forward. Thank you all!

There is still much work to be done to keep Iowa the great place where we live, work and raise our families. I am asking for your vote to allow me the privilege of continuing that work.

Vicki Lensing is a candidate in the Democratic primary for Iowa House District 85.

On Wednesday, Gov. Kim Reynolds removed some restrictions on businesses in the 22 counties that have been seeing higher numbers of Iowans affected by COVID-19, including Linn and Johnson counties.

Now those organizations have to make decisions — on bringing back employees, services to provide and how much access to allow for customers.

And as those businesses reopen — some after more than two months — crucial steps likely will include ongoing communication with employees and customers and a well-thought-out restart plan.

The Gazette spoke with business leaders about the challenges faced by business owners as they consider how and when to open their doors.

• David Drewelow of ActionCoach Heartland in Cedar Rapids is a consultant with 19 years of business coaching experience.

• David Hensley, director of the University of Iowa’s John Pappajohn Entrepreneurial Center, has expertise in small business management during a crisis.

• Josh Seamans is vice president of Cushman and Wakefield, a global commercial real estate adviser that operates offices in more than 60 countries including China.

• Steve Shriver is a Cedar Rapids entrepreneur who operates and/or helped found four diverse enterprises, including Eco Lips and Brewhemia.

Their responses here have been condensed from lengthy individual interviews.

How important is communication and having a well-prepared plan for resumption of business?

Shriver: The one thing that has been imperative throughout this whole process is communication with employees, customers and the public. I also would recommend writing as detailed a business resumption plan as possible.

One of the main reasons is to fully understand what you are doing as this is a brand-new challenge that none of us has faced.

Drewelow: You really need to be communicating now, more than ever, with your employees, customers, vendors and suppliers. What does your plan for the next 20 to 30 days look like? What are things that you can be doing right now to get ready?

Hensley: I think it is critically important to have a reopening plan because most businesses are not going to be at full strength right away. What might their revenue forecasts look like? How can they keep their costs down as their business starts to rebound before it gets back to full capacity?

Seamans: Your plan should include a checklist of reopening steps appropriate to your type of business. Retail will have different items than distribution or industrial businesses.

You need to communicate your plan to employees, customers, landlords and lenders.

How much will fear play a role in the resumption of business?

Shriver: Everyone has a different idea of the risks involved, such as using a handle to open a door or interacting with a person — the little things that we are used to doing.

When you look at the risk versus reward of doing that, some people will be willing to go into a store and others will stay home. Some employees don’t want to come back to work yet and some people are itching to get back. You have everything in between.

Drewelow: The fear factor is huge. For the small business owner, we try to channel that fear into a focus on being highly aware of all the possibilities to mitigate concerns.

If you own a restaurant, can you post the menu online or use disposable menus? That way, a customer doesn’t have to touch something that might have been handled by someone else.

Appropriate spacing of customers within a restaurant also will help alleviate some of the fear.

Hensley: You need to communicate what steps you are taking to protect the health and safety of your employees and your customers. If you will be requiring the use of personal protective equipment like face masks, are you going to make them available?

Will limiting the number of people entering a business be difficult?

Shriver: There are not a lot of people who want to gather in masses right now. It seems like as businesses start to reopen, it will be more like a trickle.

It will be just like turning on a water spigot, with the flow of customers gradually increasing.

Hensley: I think we will see a lot more customers buying, rather than just shopping. They are going to buy the items they came for and then leave.

If businesses have more vulnerable customers, I would recommend establishing separate early morning times like many of the grocery stores have done to provide a safer environment.

Many companies have adopted using digital conferencing platforms for meetings. Will we see that trend continue?

Seamans: I think Zoom will be used for more internal meetings, so there is no need for someone to fly from, say, San Francisco to New York. But in terms of sales, it does not replicate that face-to-face interaction.

We have done work with clients that live several hours away and we have to come in for a city council meeting for a project that we are working on. That’s a three-hour drive in for a one- or two-hour council meeting and another three-hour drive back — basically an eight-hour day. If we can Zoom in and answer any questions, that’s a lot more efficient at less cost.

What should a small-business owner consider when determining how many employees to recall?

Shriver: We will be able to bring some people back to work and generate some revenue, but not in a huge way. Anybody who can work from home should continue working from home for as long as they possibly can.

We should not be rushing to get those people back. There is no incentive.

Hensley: Owners are going to be making hard decisions. Do I bring back half of my team at full time or do I bring everyone back at reduced hours? What are those implications going to be?

In some cases, other industries have been hiring and some may be making more money. Businesses may have to pay more to attract that talent back.

Restaurants have been forced to change their business model from on-premise dining to carryout and delivery. Should all owners take this opportunity to examine and update their business model?

Shriver: We took two businesses — SOKO Outfitters, a retail store, and Brewhemia, a restaurant — and put them rapidly online within a month. When we come out of this, I think we will be stronger because we will have that infrastructure in place in addition to the old school face to face traffic that we used to have.

Hensley: I think this is definitely the time to look at your business model to determine what is appropriate given the economic situation that we have. That is not just going to be critical for reopening, but over the next six months to a year as long as we are dealing with the virus.

Some business owners will see that their customers have lost their jobs or seen their income drop dramatically. They are going to be changing their patterns of consumption based on necessities.

Drewelow: Some of my clients believe that are looking their competitors and realize that some may not reopen. They are looking at whether they can merge with them or somehow salvage parts of that business.

Some business owners have realized that the way they deliver products or services will have to change. Many of my older clients have been dragged into using modern technology.

As soon as state Rep. Marcus Riccelli returned home from Olympia, he jumpstarted a community-wide effort to feed Spokane constituents deeply affected by the COVID-19 crisis.…

This month is a special one for people of many faiths, and not being able to gather has been a concern for those who find fellowship to be comforting, and even necessary in tough times. So faith leaders are finding unique ways to reach out to their congregations.

Leaders from some of Europe’s largest companies will be gathering in Birmingham to discuss the role that open innovation and collaboration can play in boosting the economy

Operation Black Vote unveiled Birmingham’s new generation of civic leaders at a media launch of their Civic Leadership Programme last week.

Activists in the Black Lives Matter movement recently published a 10-point plan to reduce police violence. Rockford leaders are responding to the proposal. It’s called "Campaign Zero." National activists want stronger guidelines limiting the use of force. They also want to ban police quotas for tickets and arrests , and end the sale of military weapons to police forces. Rockford Mayor Larry Morrissey: “I don’t know that it’s intended to be a one-size solution. It lays out a series of agenda items. We are already moving forward on a vast majority of what I think those items are.” Morrissey says new measures at the state level are also intended to address interactions during field interviews, or a so-called “stop-and-frisk.” “The next step will be, starting next year, we will have to give a receipt to the individual so they know who is the officer-- and their badge number. If they have a complaint to file, they will have more information to do that.” Matthew Simpson co-leads My Brother’s

Pair are found out