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[Photo: Reinhard Hunger for Fast Company]

Live Chat With The Authors Of "Everything Connects: How To Transform And Lead In The Age Of Creativity, Innovation, And Sustainability"

Join our leadership editor Kathleen Davis as she interviews authors (and Fast Company contributors) Drake Baer and Faisal Hoque on Friday, February 14th at 12pm ET.



Join Fast Company contributors Faisal Hoque and Drake Baer for a conversation with Fast Company Leadership editor Kathleen Davis -- they'll be discussing what it means to truly be a great leader in 2014.

Drake and Faisal are the authors of a new book, "Everything Connects" -- read a review of the book here.

A former executive at General Electric and other multinational companies, Faisal has founded a number of companies, including Shadoka Ventures, and is the author of six other books, including The Power Of Convergence.

Drake reports on leadership and work culture for Fast Company.
Over the course of his reporting, he has interviewed business gamechangers such as Alexa von Tobel, Clay Christensen, Nassim Taleb, Eric Ries, Tim Ferriss, and Bob Pozen, among others.
  • Be sure to check out this interview with one of the authors, Faisal Hoque:

  • Hey Faisal and Drake. I always take away valuable insights from your articles. My question is: Part of being a great leader is the ability to be forward-thinking. What do you believe is the most effective way to empower the inner visionary in those that you work with?
  • Jenny: We live in a constantly chaining world. And entire globe is our markets, source of resource, etc. In today's work we need to think about people role vs. organizational structure....

    We can loosely categorize them into four main roles:

    Ideation roles: dream up, discover, invent, and spread ideas
    Guiding roles: manage, navigate, oversee, and develop ideas
    Building roles: implement, execute, and finish turning ideas into processes
    Improving roles: expands, reduces, and tinkers with existing products and processes

    In this way it allows us leverage people's contribution and talent more easily. And as a leader we have to become curator for these talent pool. See more at:

    Leading in the Age of Creativity

    Fast CompanyLearn to lead in ways that help, rather than tell people to grow, and align personal motivations with what your company needs.
    by Faisal Hoque edited by Anjali Mullany 2/14/2014 5:16:34 PM
  • Companies that have some element of rotationality--where a person moves from one team or project to another in the course of a day, week, quarter--in their org structure naturally form connections within their teams. Case studies include GitHub, Square, and Yammer.

    The idea is that those ambitions are what create connections: when people are working together on projects they want to do, they'll form relationships. When I was reporting my piece on coaching, I was struck by a corporate example: one manager saw that his departments were woefully siloed, but he had someone on his team who had loads of emotional intelligence and formed great relationships. So the manager coached his employee to form relationships across departments--thus allowing personal growth to shape organizational structure.
  • GisiliO: I think huge part of leadership is about dealing with adversity. I know this first hand from my own personal experiences. A leader must find ways to keep inspired and motivated themselves and others. Its comes from accepting their battle, learning to suffer well, and find opportunities in the midst of adversity. See my recent post about this here:

    The Paradoxical Traits Of Resilient People

    Fast CompanyResilient people develop a mental capacity that allows them to adapt with ease during adversity. Like bamboo, they bend but rarely break. How...
    by Faisal Hoque edited by Anjali Mullany 2/14/2014 5:26:59 PM
  • I'm so busy during the day, it's hard to be "mindful." How can I consistently slow down and THINK about what I am doing? Can I make others like that too?
  • Mindfulness isn't a matter of going slowly, it's about knowing what you're doing--when I'm groggily brushing my teeth in the morning, I'm not being mindful. But if I'm writing an article on a deadline and know exactly what I need to say to get it done, then even that rush can be mindful.

    That said, knowing what you're doing seems to require some of negative space in your day--to journal perhaps or formally meditate. I think this is why some of our foremost examples of leadership make a practice of protecting their time--Warren Buffett keeps his calendar clear, LinkedIn CEO Jeff Weiner deliberately under-schedules.
  • You mention in the book how companies like Blockbuster failed not because of the competition from Netflix, but because they had a fixed and unadaptive structure. Being able to adapt is a theme throughout your book can you talk about that?
  • For organizations to constantly change and adapt with the market -- they need to constantly innovate or sustain their innovation. Sustained innovation is powered by people who come together to share ideas, compare observations, and brainstorm solutions to complex problems. Enterprises with a strong focus on sustained innovation share three common principles that act as the glue binding people together in productive collaboration. Something we talk about a great deal in "Everything Connects":

    Everything Connects :: How to Transform and Lead in the Age of Creativity, Innovation & Sustainability

    Leadership. Creativity. Innovation. When you put it all together, EVERYTHING CONNECTS. The constant cascade of new technologies and social changes is creating a more empowered population. Workforces are increasingly dispersed, demanding of self-expression, and quite possibly disengaged. Within this topsy-turvy context, leaders must spark creativity, drive innovation, and ensure sustainability.
     
    They are:
    - Converged disciplines
    - Cross-boundary collaboration
    - Innovative business structure
    by Faisal Hoque edited by Anjali Mullany 2/14/2014 5:37:53 PM
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