Dov Seidman shares insights from his keynote speech at the Arthur W. Page Society's 2013 Annual Conference.
My fundamental idea is that how is not an adverb. It’s not a tactic.
As the world has gone from connected to interconnected to interdependent, I believe we’ve entered a new era.
Neuroscientists have since proven that trust is akin to a drug literally because oxytocin is released in the brain when someone feels that someone is trusting them.
Every time we learn something it’s a journey. We think we understand it, then we keep going, then we get confused again.
Inspirational leaders understand and can scale the distinction between doing something and, as capitalists, making money versus doing something in order to make money.
The very idea that we can out-behave the competition, that we can be excellent and excel in our behavior, that behavior is the source of advantage is a brand new idea.
How is a noun, a thing, an ethic of human endeavor, a platform for innovation, a lens through which we look at how we do what we do.
Jo Confino interviews Dov Seidman about where capitalism lost its way and why values must be at the heart of corporate sustainability transformation
How donut sellers in New York City, the rock band Radiohead and the country of Indonesia make breakthroughs by giving trust away.
Being principled gives us the strength to do the right thing, the connecting thing, to enlist others in our endeavors even when it’s inconvenient, unpopular, dangerous and seemingly unprofitable in the short term.
Dov Seidman presents "HOW: Why HOW We Do Anything Means Everything."
Having witnessed the Egyptian uprising in Tahrir Square in Cairo in 2011, I was eager to compare it with the protests by Turkish youths here in Taksim Square in 2013. They are very different.
From the moment that the World Economic Forum announced its 2013 theme – “Resilient Dynamism” – the Twitterverse was electrified. Some pondered the theme’s meaning. “Anybody know what that means?” While others went for straight out mockery – “I’ve decided to name my first child Resilient Dynamism”!
Today, due in large part to favourable lending regulations, small businesses account for more than half of America’s private sector. At their best, our institutions, regulatory frameworks and organisational cultures have created enormous certainty. This environment of trust has served as a solid floor on which to launch ideas, companies and collaborations. Great American projects have always benefited businesses in the US; after all, DuPont, the Delaware chemicals company, made 24 of the 25 elements in Neil Armstrong’s spacesuit.
In our interconnected world, a management style that emphasizes honesty and trust should replace traditional carrot-and-stick-style rewards and punishments.
Acclaimed narrator discusses the audiobook, HOW: Why HOW We Do Anything Means Everything, by Dov Seidman.
Seidman lays out his personal story, and his organizational philosophy, in his new book "How: Why How We Do Anything Means Everything," in which he addresses the power of values, creativity and the willingness to think differently.
THREE years ago, in front of my 300 colleagues, I ripped up our organizational chart and proclaimed that none of us would report to a boss anymore. From that point on, we would all “report” to our company mission. Literally. No one would experience life at LRN as someone else’s subordinate. In short, we would strive to become a self-governing company.
Dov Seidman kicks off the Reinvent Business Hackathon. This inspirational keynote conveys the urgency and importance of reinventing business.
The influential business author and CEO explains why the practice of enlightened self-governance gives companies an edge.
Our world has rapidly gone from being connected to interconnected to interdependent. When the world is tied together this intimately, everyone’s values and behavior matter more than ever, because our actions affect more people than ever and in ways they never have.
From Occupy Wall Street to the publication of resignation letters in the New York Times, we cannot ignore the widening “trust gap” between business and society. Increasingly, consumers and citizens are demanding that companies match their actions to their words. Integrity must incorporate the values and principles of stakeholders, including society at large. Our current crises – referring not only to financial ones – are not the result of unforeseen disasters or natural market cycles. They are the result of our behaviour.
Leadership is going from being command-and-control to connect-and-collaborate; from inspecting for trust to giving it away; and from discussing success towards significance: "If we make a difference for our consumers, our people, and the world, success will find us."