How To Say “This Is Crap” In Different Cultures; Harvard Business Review, 2/25/14

Erin Meyer, Harvard Business Review; How To Say “This Is Crap” In Different Cultures:

"Managers in different parts of the world are conditioned to give feedback in drastically different ways. The Chinese manager learns never to criticize a colleague openly or in front of others, while the Dutch manager learns always to be honest and to give the message straight. Americans are trained to wrap positive messages around negative ones, while the French are trained to criticize passionately and provide positive feedback sparingly.

One way to begin gauging how a culture handles negative feedback is by listening to the types of words people use. More direct cultures tend to use what linguists call upgraders, words preceding or following negative feedback that make it feel stronger, such as absolutely, totally, or strongly: “This is absolutely inappropriate,” or “This is totally unprofessional.”

By contrast, more indirect cultures use more downgraders, words that soften the criticism, such as kind of, sort of, a little, a bit, maybe, and slightly. Another type of downgrader is a deliberate understatement, such as “We are not quite there yet” when you really mean “This is nowhere close to complete.” The British are masters at it. The “Anglo-Dutch Translation Guide”, which has been circulating in various versions on the Internet, illustrates the miscommunication that can result."

What to Do When You Can’t Control Your Stress; Harvard Business Review, 2/20/14

Srini Pillay, Harvard Business Review; What to Do When You Can’t Control Your Stress:

"A recent study in Proceedings of the National Academy of Sciences by Raio and colleagues (September, 2013) explains why, when your stresses build up, it becomes more difficult to get your anxiety under control. In a well-designed experiment, investigators found that people who had acquired a conditioned fear response (think Pavlov, or if that’s too obscure, think of “boss-panic” or “board meeting-freeze”) were able to suppress these associations and calm themselves down only if they did not enter the situation under stress. If they were already under stress however, this threw the “fight or flight” system off, and controlling their thoughts was much more difficult...

The moral of the story then is this: If you are having a stressful day at work or come to work in an irritable frame of mind and have to enter a potentially anxiety provoking meeting, “reset the needle” on your brain’s anxiety center by closing your eyes for 5 minutes and trying out the breathing technique I described above. It will likely be much more successful than trying to talk yourself out of your anticipatory anxiety or impending freak-out."

Leadership lessons from the Olympics; Washington Post, 2/14/14

Tom Fox, Washington Post; Leadership lessons from the Olympics:

"Like many of you, I love watching the Winter Olympics for both the thrill of victory and the agony of defeat. Beyond witnessing these incredible athletes perform super-human feats, I also consider the whole event a metaphor for leading in government.

For roughly two weeks, athletes who often toil in anonymity are thrust into a very public spotlight where every action, every response to their win or loss, is endlessly analyzed. If you have a bad day, you’re considered a disappointment. If you handle any outcome — good or bad — less than graciously, you may be labeled arrogant, self-centered or even a poor representative of your country.

Looking at the Olympics through this leadership lens, I see the connection with federal managers."

Saundra Pelletier, on Embracing ‘Organized Chaos’; New York Times, 2/8/14

Adam Bryant, Corner Office, New York Times; This interview with Saundra Pelletier, chief executive of WomanCare Global, a nonprofit provider of health care products, was conducted and condensed by Adam Bryant. Ms. Pelletier is also C.E.O. of Evofem Inc., a biotechnology company; Saundra Pelletier, on Embracing ‘Organized Chaos’ :

"What career advice would you offer new college graduates?

This might be unpopular. But it’s O.K. to play it safe. I think we get very caught up these days in the idea of following your heart and your dreams and don’t settle for less. But thinking you can bring your wildest dreams to life without paying dues is “cuckoo for Cocoa Puffs.” It’s great that you want to start an organic farm in Guatemala. It’s wonderful to have those aspirations, and it’s great to deliberately work toward whatever it is you want. But there’s value in pragmatism.

It’s O.K. to be safe out of the gate, to start building a foundation to get where you eventually want to be. Don’t worry that it doesn’t make your heart sing. Don’t worry that you don’t get up every day and think, “Wow.” You’ve got to learn things and make mistakes and pay your dues and do different jobs. Sometimes those steppingstones teach us the best lessons. I’m not trying to squash anyone’s dreams. The point is that you have to be practical and reasonable. I think more kids need to hear that."

Website to raise funds for Wilson Center: Founders, others hope to resurrect debt-ridden center; Pittsburgh Post-Gazette, 2/8/14

Diana Nelson Jones, Pittsburgh Post-Gazette; Website to raise funds for Wilson Center: Founders, others hope to resurrect debt-ridden center:

"More than 50 people filled a conference room and another 20 spilled into the main part of the Downtown branch of the Carnegie Library Saturday to plan a strategy to save the debt-strapped August Wilson Center for African American Culture...

One of the center's founders, former city councilman Sala Udin, told the gathering that the founding group is working to reverse the course and has retained an attorney to determine the legal framework for fundraising.

Support is being built for pledges on the website www.savetheaugustwilsoncenter.com."

The rise and fall of the August Wilson Center; Pittsburgh Post-Gazette, 2/8/14

Elizabeth Bloom, Pittsburgh Post-Gazette; The rise and fall of the August Wilson Center:

"The August Wilson Center for African American Culture had so much promise.

The organization dreamed big, staged provocative programs and sold out shows. It also alienated allies, changed its vision and failed to raise the funds necessary to even heat the building.

The center's downward slide culminated in January with a court order to liquidate its dwindling assets. It was not yet five years old.

How the August Wilson Center came to this point is a hard lesson in poor management meeting bad luck."

Kindness in Librarianship; Library Journal, 2/6/14

Cheryl LaGuardia, Library Journal; Kindness in Librarianship:

""I’ve seen polls in which folks were asked, “would you rather work with someone who’s really smart and difficult or someone who’s not so smart but is nice and easy to work with?,” and the results show that people generally prefer the latter. I’m with them. [And before you say it, let me note that the ideal would, of course, be to work with folks who are really smart and really nice. When you get such an environment, cherish it!] The good news is that it seems that being nice to each other may be a trending quality in work environments; a quick look around the web found articles in a number of different sources that are basically talking about the value of being kind to one another in the workplace:

Buggey, Hattie, “Small acts of kindness,” Training Journal, April 2013, p. 33-36.

Butler, Kelley M., “You get what you give,” Employee Benefit News, April 2013, Vol. 27, Issue 4, p. 18-19.

Feintzeig, Rachel, “When Co-Workers Don’t Play Nice—Hostile Work Environments Cost Companies in Productivity, Creativity; Using the ‘No Venting’ Rule,” Wall Street Journal, Eastern edition [New York, N.Y], August 28, 2013, p. B.6.

Goulston, Mark, “Daring to Care,” Leadership Excellence, May 2013, Vol. 30, Issue 5, p. 9-10.

Kozlowski, R. “Best Places to Work in Money Management,” Pensions & Investments, 2013, vol. 41, no. 25, p. 28.

Lauer, Charles S., “The power of nice,” Modern Healthcare, October 10, 2006, Vol. 36 Issue 42, p. 22-22."

Talking leadership with Georgetown’s president; Washington Post, 2/5/14

Tom Fox, Washington Post; Talking leadership with Georgetown’s president:

"John J. DeGioia became president of Georgetown University in 2001 after holding a variety of senior administrative positions at the institution, including senior vice president and dean of student affairs. DeGioia spoke about the challenges of leading a major university with Tom Fox, a guest writer for On Leadership and vice president for leadership and innovation at the nonprofit Partnership for Public Service. Fox also heads up their Center for Government Leadership...

Q. Have you found certain communication techniques more effective than others?

A. There is no substitute for face-to-face encounters. This year, I will deliver about 230 speeches to a mostly Georgetown audience of one size or another. Probably most important for me are a regular series of town halls were I report out on the issues, challenges and progress to date and take questions from the members of our community. We’ve also tried to use social media in a way that enables us to reach a broader audience. We have found Facebook to be particularly effective to share some of the activities that I am personally engaged in and that characterize what the university is doing."

Leadership Qualities That Matter the Most: Lessons from Davos 2014; HuffingtonPost, 2/4/14

Jeffrey M. Cohn, HuffingtonPost; Leadership Qualities That Matter the Most: Lessons from Davos 2014:

"We all know the story by now. The world is more complex, global, latticed, networked and unforgiving. Countless CEOs I sat down with at the World Economic Forum this year reinforced this message. Yet, this begs a very central question. What are the implications for leadership? What qualities will CEOs need to succeed in this more demanding world? And just as important, what qualities should future CEOs begin to develop now, before they are handed the keys to the kingdom?

A small handful of must-have qualities always rise to the surface: empathy, judgment, self-awareness, adaptability, integrity, passion, courage and resilience. Leaders that possess these core attributes -- or underlying drivers of success -- have a remarkably higher probability of performing well, regardless of what context they are thrown into. Interestingly these same qualities matter outside of the corner office -- in politics, sports, entertainment and the military. In that sense, there's a nice lesson for all of us aspiring to be better leaders."

The Most Undervalued Leadership Traits Of Women; Forbes, 2/3/14

Glenn Llopis, Forbes; The Most Undervalued Leadership Traits Of Women:

"It’s impossible to respect, value and admire great leadership if you can’t identify what makes a leader great. Because of this, the identity crisis I have written about that exists in today’s workplace is something that women leaders in particular have been facing for much too long. While the tide is changing and more women are being elevated into leadership roles, there is still much work to do. As of July 2013, there were only 19 female elected presidents and prime ministers in power around the globe. In the business world, women currently hold only 4.6 percent of Fortune 500 CEO positions and the same percentage of Fortune 1000 CEO positions. As women continue their upward trajectory in the business world, they have yet to be fully appreciated for the unique qualities and abilities they bring to the workplace."

Military Makes Ethics a Priority; Wall Street Journal, 2/2/14

Julian E. Barnes, Wall Street Journal; Military Makes Ethics a Priority:

"The U.S. military is intensifying its focus on ethics training in the wake of a series of investigations of military brass, the Pentagon's top uniformed officer said.

Gen. Martin Dempsey, chairman of the Joint Chiefs of Staff, said that as part of this new emphasis, the military needs to place more importance on officers' character when weighing promotions...

In addition, the Joint Staff has pushed the military services to overhaul how they prepare future leaders. Pentagon officials have been developing a new kind of performance review that will use peer and subordinate comments to provide feedback to officers.

Known as 360-degree reviews, these evaluations are controversial within the military. Legal restrictions likely will block the use of anonymous comments by subordinates in consideration of promotions. But Col. Thomas said that the reviews would help officers identify and correct behavior that could cause problems later in their careers.

The recent ethical lapses, Gen. Dempsey said, weren't directly related to the wars in Iraq and Afghanistan. But he said the high rate of deployments of officers and the need to focus on training for the next tours of duty have resulted in the military spending less time reinforcing professional standards.

"It is not the war that has caused this," said Gen. Dempsey. "It is the pace, and our failure to understand that at that pace, we were neglecting the tools that manage us as a profession over time.""

Allegheny County library systems look to cooperate; Pittsburgh Post-Gazette, 2/2/14

Kaitlynn Riely, Pittsburgh Post-Gazette; Allegheny County library systems look to cooperate:

"Starting last month, the Allegheny County Library Association and Carnegie Library of Pittsburgh began what the organizations anticipate will be a six-month, countywide conversation about the future of library service. Both groups hope the discussion will include input from the people who use the county's 45 library systems and the communities where they are based.

"The question is, how can we create a comprehensive 21st century library service to best serve the citizens of Allegheny County?" said Diana Bucco, vice president of the Buhl Foundation, which is facilitating the discussion.

That question is already being asked. A website -- located at www.countycitylibraries.org -- has been launched to explain the initiative and to obtain the ideas and opinions of community members.

Library users are asked to complete by Feb. 14 a survey that poses questions such as what libraries can do to support communities and patrons and what ideas should be considered for funding and structuring library services in the community.

The ideas are expected to build on some of the collaborative initiatives already in place, such as the Electronic Information Network, or eiNetwork, that provides city and county libraries with their technology structure."

More branches, fewer books for Indy libraries?; Indianapolis Star, 1/29/14

Jon Murray, Indianapolis Star; More branches, fewer books for Indy libraries? :

"As the Indianapolis Public Library faces an increasingly wireless and digital future, its leaders want to get serious about taking books out of library branches.

With fewer bookshelves, the nearly two dozen outposts would have more space for users to relax and plug in devices to peruse the growing digital collection; to gather for events put on by community partners; or to attend workforce training seminars.

After years of belt-tightening, the library system's new strategic plan calls for an ambitious — and potentially costly — building expansion drive to accommodate the plan's goals.

Its leaders were set to unveil the plan to the public Tuesday, but that meeting was postponed because of the cold weather...

Update: The Indianapolis Public Library is going ahead with community feedback meetings at all 22 branches and the Central Library about its proposed strategic plan for 2015 through 2020. The first is today from 6 to 8 p.m. at the Spades Park branch, 1801 Nowland Ave. (The schedule is available on the library's website.)

The library system had postponed a Tuesday kickoff event at the Central Library because of cold weather. Library spokesman Jon Barnes says that event may be rescheduled as a wrap-up meeting in March, after the final branch meeting, but officials will make that decision later."

The Right Way to Answer “What’s Your Greatest Weakness?”; Harvard Business Review, 1/17/14

David Reese, Harvard Business Review; The Right Way to Answer “What’s Your Greatest Weakness?” :

"Responses like these tell me little about how a candidate faces challenges and immediately implies a lack of sincerity. It doesn’t demonstrate to me how they think — beyond their ability to creatively avoid being honest or self-critical. It indicates to me that they’re not willing to stand up and say what’s not working — the opposite of what a startup needs. That’s why my recent interviews with college graduates have all started to follow the same pattern. I start with two sentences: “Forget what your career center has taught you about interviews. I want to have a real conversation with real answers, and I promise to do the same.” The candidates take a minute to evaluate whether I’m somehow tricking them. If they lean into their discomfort and take me at my word, the level of conversation improves dramatically — we have a great time getting to know one another in an authentic way. I’m not really looking to find out whether their organizational skills could use improvement, or that they struggle with presenting to large groups or even leading large teams. I’m trying to find out whether they have self-awareness; whether they are able to be critical; and most importantly, whether they’re able to tell the truth — when it’s difficult.

For those candidates who don’t buy in, however, I spend the majority of the interview trying to pry off their layers of canned responses. I leave the interview wondering: Who are you? And what’s worse — I’ll never know. Because they’ll never get the job."

Simon Sinek on why good leaders are "fundamentally like a parent"; CBSNews.com, 1/27/14

Shoshana Davis, CBSNews.com; Simon Sinek on why good leaders are "fundamentally like a parent" :

One person with no problem reaching a large audience is Simon Sinek. He is an author and leadership expert. His TED Talk, "How Great Leaders Inspire Action," has more than 14 million online views. His new book focuses on those same issues. It's called "Leaders Eat Last: Why Some Teams Pull Together and Others Don’t..."

He said that when workers “feel safe” and that leaders keep their employees interests in mind, the natural human reaction is to “look out for each other. We work harder. We’re more innovative. We offer our ideas and our best talents.”

If You’re Not Helping People Develop, You’re Not Management Material; Harvard Business Review, 1/23/14

Monique Valcour, Harvard Business Review; If You’re Not Helping People Develop, You’re Not Management Material:

"Good managers attract candidates, drive performance, engagement and retention, and play a key role in maximizing employees’ contribution to the firm. Poor managers, by contrast, are a drag on all of the above. They cost your firm a ton of money in turnover costs and missed opportunities for employee contribution, and they do more damage than you realize.

Job seekers from entry-level to executive are more concerned with opportunities for learning and development than any other aspect of a prospective job. This makes perfect sense, since continuous learning is a key strategy for crafting a sustainable career. The vast majority (some sources say as much as 90%) of learning and development takes place not in formal training programs, but rather on the job—through new challenges and developmental assignments, developmental feedback, conversations and mentoring. Thus, employees’ direct managers are often their most important developers. Consequently, job candidates’ top criterion is to work with people they respect and can learn from."

Wilson Center sale gets go-ahead from judge; Pittsburgh Post-Gazette, 1/28/14

Mark Belko, Pittsburgh Post-Gazette; Wilson Center sale gets go-ahead from judge:

"Judge Lawrence O'Toole of Allegheny County Common Pleas Orphans' Court issued an order Monday that allows a court-appointed conservator to sell the Downtown building to pay off a $7 million mortgage and other outstanding debt, stating he found "no other reasonable or cognizable option."

In doing so, the judge rejected a request by prominent Pittsburgh attorney E.J. Strassburger to serve as a new conservator on a voluntary basis in one last bid to save the near-broke center, named after the famous playwright who grew up in the Hill District...

At the same time, Ms. Fitzgerald stressed that the go-ahead on the liquidation did not preclude a savior stepping forward with a plan to save the center, which opened in 2009.

"I will listen to any and all reasonable proposals. If the African-American community or whoever comes up with something that works or makes sense under the circumstances, I'm going to consider everything," she said. "If there's a way the community can rally to keep the center here, I hope that somebody will come up with that kind of plan."

Beverly Weiss Manne, attorney for Ms. Fitzgerald, cautioned that any new plan would have to be "well thought out" and viable.

"They have to resolve all the issues. It can't be a kick-the-can-down-the-road plan. That's been the problem with the center the last few years," she said."

HBCU Presidents Share Insight On Sustainable Leadership; HuffingtonPost.com, 1/25/14

Jarrett L. Carter, HuffingtonPost.com; HBCU Presidents Share Insight On Sustainable Leadership:

"Historically black colleges and universities have been at the center of a number of public debates on the changing culture of higher education. But with a new year of challenges ahead in financing, political mobilization and the redefining of value in higher education, many HBCU communities are searching to discover how to keep quality leadership, or to attract it.

Four sitting presidents shared lessons on sustainable HBCU leadership, with each giving their top impression of what it takes to build a long and successful presidency at a black college."

Cracking the Code That Stalls People of Color; Harvard Business Review, 1/22/14

Sylvia Ann Hewlett, Harvard Business Review; Cracking the Code That Stalls People of Color:

"It’s a topic which corporations once routinely ignored, then dismissed, and are only now beginning to discuss: the dearth of professionals of color in senior positions. Professionals of color hold only 11% of executive posts in corporate America. Among Fortune 500 CEOs, only six are black, eight are Asian, and eight are Hispanic.

Performance, hard work, and sponsors get top talent recognized and promoted, but “leadership potential” isn’t enough to lever men and women into the executive suite. Top jobs are given to those who also look and act the part, who manifest “executive presence” (EP). According to new CTI research (PDF), EP constitutes 26% of what senior leaders say it takes to get the next promotion. Yet because senior leaders are overwhelmingly Caucasian, professionals of color (African-American, Asian, and Hispanic individuals) find themselves at an immediate disadvantage in trying to look, sound, and act like a leader. And the feedback that might help them do so is markedly absent at all levels of management.

EP rests on three pillars: gravitas (the core characteristic, according to 67% of the 268 senior executives surveyed), an amalgam of behaviors that convey confidence, inspire trust, and bolster credibility; communication skills (according to 28%); and appearance, the filter through which communication skills and gravitas become more apparent. While they are aware of the importance of executive presence, men and women of color are nonetheless hard-pressed to interpret and embody aspects of a code written by and for white men."

Pennsylvania State System approves first plans for differing tuition, fees by campus; Pittsburgh Post-Gazette, 1/23/14

Bill Schackner, Pittsburgh Post-Gazette; Pennsylvania State System approves first plans for differing tuition, fees by campus:

"Efforts by Edinboro to attract out-of-staters were hampered by rules requiring it and Pennsylvania's 13 other state-owned universities to charge nonresident students thousands of dollars more to attend.

But a vote Thursday by the State System of Higher Education's board of governors to let Edinboro slash its out-of-state tuition to within a few hundred dollars of what Pennsylvanians pay could begin leveling the playing field, school president Julie Wollman said.

The experiment is already being watched by other border campuses within the State System that have faced enrollment losses since 2010, due in part to declining numbers of Pennsylvania high school graduates...

The board also approved a systemwide strategic plan setting goals through 2020, including a higher number of degrees and certificates awarded yearly, increasing working adult students and transfers and promoting more diversity and better graduation rates."

Why Are American Colleges Obsessed With 'Leadership'?; Atlantic, 1/22/14

Tara Isabella Burton, Atlantic; Why Are American Colleges Obsessed With 'Leadership'? :

"Earlier this month, more than 700,000 students submitted the Common Application for college admissions. They sent along academic transcripts and SAT scores, along with attestations of athletic or artistic success and—largely uniform—bodies of evidence speaking to more nebulously-defined characteristics: qualities like—to quote the Harvard admissions website—“maturity, character, leadership, self-confidence, warmth of personality, sense of humor, energy, concern for others and grace under pressure.”

Why are American colleges so interested in leadership?...

As Lan Liu, author of Beyond the American Model, puts it in a piece for the Harvard Business Review, “Leadership is culture-specific. Unfortunately, this theme has been unduly overshadowed by the bias, which is often an American one, toward the pursuit of a universal model of leadership.”...

Certainly, it's worth asking if assumptions about “leadership,” culturally-specific and quintessentially American as they are, penalize candidates from different cultural backgrounds, where leadership—particularly among adolescents—might take different forms, or be discouraged altogether.

College admissions has come a long way in recognizing how candidates from different backgrounds and different levels of opportunity might present themselves differently. At its best, the holistic admissions process allows admissions officers to assess test scores and grades in context. But so too it’s worth looking at the context of the personal qualities admissions officers value. Do we need a graduating class full of leaders? Or should schools actively seek out diversity in interpersonal approaches—as they do in everything else?"

Northern Exposure: A Q&A with Bill Ptacek on Leaving King County Library For Calgary; Library Journal, 1/20/14

Ian Chant, Library Journal; Northern Exposure: A Q&A with Bill Ptacek on Leaving King County Library For Calgary:

"After 25 years as Director of Washington’s King County Library System (KCLS), serving the suburbs and rural towns surrounding Seattle, Bill Ptacek is packing his bags for Alberta, Canada, where he’ll serve as CEO of the growing Calgary Public Library. You can read the official announcement on Infodocket here. Library Journal caught up with Ptacek to discuss his late-career move to the Great White North."

Conservator asks to liquidate August Wilson Center assets; Pittsburgh Post-Gazette, 1/21/14

Mark Belko, Pittsburgh Post-Gazette; Conservator asks to liquidate August Wilson Center assets:

"A former U.S. bankruptcy judge appointed to try to save the August Wilson Center for African American Culture has concluded that it is an impossible task under current circumstances.

In a report filed Tuesday, conservator Judith Fitzgerald recommended that the Downtown center be sold and its assets liquidated to pay off a $7 million mortgage and other outstanding debt. She said there is "simply no possibility of continued viability of AWC as it currently exists."

Ms. Fitzgerald made her recommendation, which will be discussed at a hearing Friday, after being rejected at attempts to secure funding for operations from the Heinz Endowments, the Richard King Mellon Foundation, the McCune Foundation, the Allegheny Regional Asset District, and mortgage holder Dollar Bank.

The result of the meetings with those entities and others "led to the unfortunate conclusion that there is no financial support for continuing the long term operations of AWC, and AWC cannot continue to operate without that support," she wrote.

And without such funding or more time from the bank to put together a business plan to "rebrand" the $40 million center so that it can continue to fulfill its mission, there's little hope of recovery, Ms. Fitzgerald said.

"Thus, the conservator is left with an impossible task; that is, to conserve an entity that has no strategic plan and insufficient cash to operate -- and has run out of time," she wrote."

Three Ways Leaders Can Listen with More Empathy; Harvard Business Review, 1/16/14

Christine M. Riordan, Harvard Business Review; Three Ways Leaders Can Listen with More Empathy:

"Instead, leaders need to start by really caring about what other people have to say about an issue. Research also shows that active listening, combined with empathy or trying to understand others’ perspectives and points of view is the most effective form of listening. Henry Ford once said that if there is any great secret of success in life, it lies in the ability to put oneself in another person’s place and to see things from his or her point of view –as well as from one’s own.

Research has linked several notable behavior sets with empathic listening. The first behavior set involves recognizing all verbal and nonverbal cues, including tone, facial expressions, and other body language. In short, leaders receive information by all senses and not just hearing. Sensitive leaders pay attention to what others are not saying and probe a bit deeper. They also understand how others are feeling and acknowledge those feelings....

The second set of empathic listening behaviors is processing, which includes the behaviors we most commonly associate with listening. It involves understanding the meaning of the messages and keeping track of the points of the conversation...

The third set of behaviors, responding, involves assuring others that listening has occurred and encouraging communication to continue. Leaders who are effective responders give appropriate replies through verbal acknowledgements, deep and clarifying questioning, or paraphrasing...

The ability and willingness to listen with empathy is often what sets a leader apart. Hearing words is not adequate; the leader truly needs to work at understanding the position and perspective of the others involved in the conversation."

Leadership Lessons From Dr. Martin Luther King, Jr.; Entrepreneur via Reuters, 1/20/14

Entrepreneur via Reuters; Leadership Lessons From Dr. Martin Luther King, Jr.:

"Today, we honor the memory of a visionary leader who changed American culture forever. As many people enjoy this long three-day weekend, take some time to really think about the leadership lessons and the legacy that Dr. King left behind.

The larger-than-life leadership lessons that Dr. King gave the world that are as important for entrepreneurs today as they were during Dr. King's life. It's a great way to remember why the banks are really closed today."