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It’s time to change your leadership game! The meaning of the word leadership is currently in major flux in many organizations around the world. Being a leader is no longer about having all the answers, making all the decisions, driving your team hard and being in the spotlight. The workplace needs a new way of leading that engages and motivates people. In this groundbreaking work on leadership development, experienced coach Steffan Surdek introduces you to co-creative leadership and the five key skills of a co-creative leader. This book anchors the five key skills in real-world experiences and the story of Steffan’s own personal growth. You will find a wealth of wisdom here on developing yourself as a leader and unlocking the power of co-creative leadership. Why The Way of the Co-Creative Leader? Co-creative leadership is a mindset and a leadership style that encourages leaders to engage and motivate their employees in a very different way. The core idea behind it is that as a leader, becoming aware of how you talk and interact with your team is the key to transform your leadership. In the coaching world, we typically talk about this self-awareness by referring to a person’s “way of being”. In this book, this is something I call your leadership game. In the first third of this book, I will begin by teaching some fundamentals and how you can start seeing your leadership game in action. In the rest of the book, I will teach you about co-creative leadership and the five key skills of a co-creative leader. Throughout the book, I share with you stories of my own personal growth as well as stories that happened with clients to help ground the notions in reality.
This is an open access title available under the terms of a CC BY-NC 4.0 License. It is free to read, download and share on Elgaronline.com. This innovative book presents a theoretical framework for understanding co-creation and the ways that public leaders may cope with the conflicts, dilemmas and paradoxes that arise when co-creation clashes with existing governance paradigms, such as old-style bureaucracy and New Public Management.
A practical handbook for every manager charged with leading teams to creative brilliance, from the author of The Accidental Creative and Die Empty. Doing the work and leading the work are very different things. When you make the transition from maker to manager, you give ownership of projects to your team even though you could do them yourself better and faster. You're juggling expectations from your manager, who wants consistent, predictable output from an inherently unpredictable creative process. And you're managing the pushback from your team of brilliant, headstrong, and possibly overqualified creatives. Leading talented, creative people requires a different skill set than the one many management books offer. As a consultant to creative companies, Todd Henry knows firsthand what prevents creative leaders from guiding their teams to success, and in Herding Tigers he provides a bold new blueprint to help you be the leader your team needs. Learn to lead by influence instead of control. Discover how to create a stable culture that empowers your team to take bold creative risks. And learn how to fight to protect the time, energy, and resources they need to do their best work. Full of stories and practical advice, Herding Tigers will give you the confidence and the skills to foster an environment where clients, management, and employees have a product they can be proud of and a process that works.
The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.
Apple embraced co-creation to enhance the speed and scope of its innovation, generat­ing over $1 billion for its App-Store partner-developers in two years, even as it overtook Microsoft in market value. Starbucks launched its online platform MyStarbucksIdea.com to tap into ideas from customers and turbocharged a turnaround. Unilever turned to co-creation for redesigning prod­uct lines such as Sunsilk shampoo and revitalized growth. Nike achieved remarkable success with its Nike+ co-creation initiative, which enables a com­munity of over a million runners to interact with one another and the company, increasing its market share by 10 percent in the first year. Co-creation involves redefining the way organizations engage individuals—customers, employees, suppliers, partners, and other stake­holders—bringing them into the process of value creation and engaging them in enriched experi­ences, in order to —formulate new breakthrough strategies —design compelling new products and services —transform management processes —lower risks and costs —increase market share, loyalty, and returns In this pathbreaking book, Venkat Ramaswamy (who coined the term co-creation with C. K. Prahalad) and Francis Gouillart, pioneers in working with com­panies to develop co-creation practices, show how every organization—from large corporation to small firm, and government agency to not-for-profit—can achieve “win more–win more” results with these methods. Based on extraordinary research and the authors’ hands-on experiences with successful projects in co-creation at dozens of the world’s most exciting organizations, The Power of Co-Creation illustrates with detailed examples from leading firms such as those above, as well as from Cisco, GlaxoSmithKline, Ama­zon, Jabil, Predica, Wacoal, Caja Navarra, and many others, how enterprises have used a wide range of “engagement platforms”—and how they have even restructured internal management processes—in order to harness the power of co-creation. As the authors’ wealth of examples make vividly clear, enterprises can no longer afford to view custom­ers and other stakeholders as passive recipients of their products and services but must learn to engage them in defining and delivering enhanced value. Co-creation goes beyond the conventional “process view” of qual­ity, re-engineering, and lean thinking, and is the essential new mind-set and practice for boosting sus­tainable growth, productivity, and profits in the future.
It’s time to change your leadership game! The meaning of the word leadership is currently in major flux in many organizations around the world. Being a leader is no longer about having all the answers, making all the decisions, driving your team hard and being in the spotlight. The workplace needs a new way of leading that engages and motivates people. In this groundbreaking work on leadership development, experienced coach Steffan Surdek introduces you to co-creative leadership and the five key skills of a co-creative leader. This book anchors the five key skills in real-world experiences and the story of Steffan’s own personal growth. You will find a wealth of wisdom here on developing yourself as a leader and unlocking the power of co-creative leadership. Why The Way of the Co-Creative Leader? Co-creative leadership is a mindset and a leadership style that encourages leaders to engage and motivate their employees in a very different way. The core idea behind it is that as a leader, becoming aware of how you talk and interact with your team is the key to transform your leadership. In the coaching world, we typically talk about this self-awareness by referring to a person’s “way of being”. In this book, this is something I call your leadership game. In the first third of this book, I will begin by teaching some fundamentals and how you can start seeing your leadership game in action. In the rest of the book, I will teach you about co-creative leadership and the five key skills of a co-creative leader. Throughout the book, I share with you stories of my own personal growth as well as stories that happened with clients to help ground the notions in reality.
A fundamental shift is underway that will change how we conceive of value. In an era of increasing interconnectedness, individuals, as opposed to institutions, stand at the center of value creation. To adapt to this tectonic shift, organizations can no longer unilaterally devise products and services. They must engage stakeholders—from customers and employees to suppliers, partners, and citizens at large—as co-creators. Co-creation guru Venkat Ramaswamy and Kerimcan Ozcan call for enterprises to be mindful of lived experiences, to build engagement platforms and management systems that are designed for creative collaboration, and to develop "win more-win more" strategies that enhance our wealth, welfare, and, well-being. Richly illustrated with examples of co-creation in action, The Co-Creation Paradigm provides a blueprint for the co-creative enterprise, economy, and society, while presenting a conceptual framework that will guide organizations across sectors in adopting this transformational approach. Challenging some of our most deeply held ideas about business and value, this book outlines the future of "business as usual."
In Change by Design, Tim Brown, CEO of IDEO, the celebrated innovation and design firm, shows how the techniques and strategies of design belong at every level of business. Change by Design is not a book by designers for designers; this is a book for creative leaders who seek to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.
Creativity influences each of our lives and is essential for the advancement of society. The first edition of the successful Encyclopedia of Creativity helped establish the study of creativity as a field of research in itself. The second edition, published in 2011, was named a 2012 Outstanding Academic Title by the American Library Association's Choice publication. Featuring 232 chapters, across 2 volumes, the third edition of this important work provides updated information on the full range of creativity research. There has been an enormous increase in research on the topic throughout the world in many different disciplines. Some areas covered in this edition include the arts and humanities, business, education, mental and physical health, neuroscience, psychology, the creative process and technology. Fundamental subjects are discussed such as the definition of creativity, the development and expression of creativity across the lifespan, the environmental conditions that encourage or discourage creativity, the relationship of creativity to mental health, intelligence and learning styles, and the process of being creative. Creativity is discussed within specific disciplines including acting, architecture, art, dance, film, government, interior design, magic, mathematics, medicine, photography, science, sports, tourism and writing. A wide range of topics are covered. Here is a partial overview by topic: Business and organizational creativity: Advertising, Creative Economies, Creativity Consulting and Coaching, Corporate Creativity, Creativity Exercises, Entrepreneurship, Group Dynamics, Innovation, Leadership, Management of Creative People, Patents, Teams, and Training. The Cognitive Aspects of Creativity: Altered and Transitional States, Analogies, Attention, Breadth of Attention, Cognitive Style, Divergent Thinking, Flow and Optimal Experience, Knowledge, Logic and Reasoning, Metacognition, Mental Models, Memory, Metaphors, Mind Wandering, Mindfulness, Problem-Finding, Problem-Solving, and Remote Associates. The Creative Process: Attribution, Constraints, Discovery, Insight, Inspiration, Intentionality, Motivation, Risk-Taking, and Tolerance for Ambiguity. Education: Children’s Creativity, , Education, Intelligence, Knowledge, Metacognition, Play, Prodigies, Programs And Courses, Talent And Teaching Creativity. Neuroscience Research: Cellular Matter, Grey Matter, Cellular Density; EEG, Functional Magnetic Resonance Imaging (Fmri), Music and The Brain, Pupillometry, Systems, The Cerebellum and Transcranial Electrical Stimulation. Psychology: The Big 5 Personality Characteristics, Bipolar Mood Disorders, Childhood Trauma, Depression, Deviance, Dreams, Emotions, Expressive Arts, Grit, Introversion, Jungian Theory, Mad Genius Controversy, Openness, Schizotypy, Suicide, Therapy and Counseling Trauma and Transcendence and Transforming Illness and Visual Art. Social Aspects of Creativity: Awards, Birth Order, Criticism, Consensual Assessment, Diversity, Eminence, Families, Friendships and Social Networks, Geeks, Mentors, Millennials, Networking, Rewards, And Sociology. Society and Creativity: Awards, Climate For Creativity, Cross-Cultural Creativity, Destruction Of Creativity, Law And Society, Social Psychology, Social Transformation, Voting, War, and Zeitgeist. Technology: Chats, Computational Creativity, Computerized Text Analysis, Gaming, Memes, Networks and Maps, and Virtual Reality.
An essential guide to contemporary marketing that demonstrates, via case studies, the move towards marketing techniques that better reflect consumer needs. Brand management and development has traditionally been regarded as the responsibility of the organization – they design, produce and sell the brand, before delivering it to customers. Yet this approach can be needlessly restrictive, as the connective power of the internet and the desire of consumers to focus on experiences has reshaped branding. In this digital age, development occurs beyond the limits of the organization so that, in many ways, brands are effectively co-created by consumers. Rather than lead, manage and control, contemporary managers have taken on the new tasks of listening, connecting and participating in brand development. The focus of this process has shifted to the intersection between the organization and its stakeholders, leading to a new paradigm of brand management: the 'co-creation perspective'. Co-Creating Brands is an accessible exploration of how co-created brands produce value and how the success of this approach can be measured and assured. The authors draw upon a wide array of international case studies and strategic models, which clearly demonstrate how to both effectively deliver this method and how to deal with the situational challenges and obstacles that can occur. If organizational leaders are willing to relinquish complete control of their brand and recognize the supportive culture of employees, customers and stake-holders, their brand can become an unstoppable marketing force.