from Ted Talks: Most of us will do anything to avoid being wrong. But what if we’re wrong about that? “Wrongologist” Kathryn Schulz makes a compelling case for not just admitting but embracing our fallibility  

a University of Victoria analysis: Change And Transition detailed Toolkit This provides leaders with the process for managing Change and Transition in an organization, and the human side of change read the whitepaper here  

by Pierre Gurdjian, Thomas Halbeisen, and Kevin Lane for McKinsey Quarterly Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale We’ve talked with hundreds of chief executives about the struggle, observing both successful initiatives and ones that run into the sand. In the process,

by FutureThink Founder Lisa Bodell for Strategy + Business Magazine: The notion that the best ideas come from organized brainstorms is an outdated fallacy. Ask leaders how they come up with their groundbreaking ideas and you’ll hear everything from “in the shower” or “at the gym” to “looking totally outside of our industry” and “getting

Adapted from “The Wall Street Journal Guide to Management” by Alan Murray. Published by Harper Business. Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves. learn more here

from the Live Your Legend blog: Eight years ago, Leo was deeply in debt, 70 pounds overweight, keeping a terrible diet and smoking a pack a day, all while trying to support his family of 6 (now 8) in Guam while working a job he hated. Over the next few years he systematically transformed every