The launch sequence has begun! Experience the wonder of Super Agility firsthand.  Escape the tyranny of yesterday’s “Go to It” Conference. Take a moonshot into the ‘Bring It To Me’ Future.

 

Our upcoming 100% virtual Super Agile Conference is designed to deliver 3 times the value in one-third the time.

 

Welcome to the new, super way to discover, network, explore, create, interact, and learn – welcome to conferencing in the 21st Century.  Eliminate the extra weight of stress, time, and expense that typically comes with traveling across town (or around the world) to join up with your conference community.

 

Forget packing, forget traffic, forget parking, airports, hotels . . . you can even forget the time it takes to dress for success. Think of it as a conference in your pajamas. Take back your time. Take back your life. Step out of the tired old paradigm of “going to it” and step into the super new paradigm of “bring it to me.”  Step into the digital-knowledge future.

 

Whether you are in New York, the Netherlands, or New Guinea, you can join a growing and powerful community of practice for an amazing array of activities, breakouts, plenary presentations, panel discussions, and practice fields on June 6, 2018, for the world’s first 100% Virtual Super Agile Conference.  Register today. Coming to a smartphone, tablet, laptop, desktop near you.

 

For Super Agile earlybirds: Register by May 15 with a coupon code of NIMBLE for a $100 discount from the $450 general registration fee.

How does one become weightless? What mental models hold companies and people back? Super Agile companies like Alphabet, Amazon, Netflix, and Apple have found the levers that are propelling them to TRILLION dollar valuations today. Similar gamechanging discoveries are available to you, your team, and your company too.

Register now for the 2nd Annual Super Agile Conference | June 6, 2018 | a 100% Virtual Experience. Use discount code NIMBLE before May 15 for a $100 discount from the $450 registration fee. #SuperAgile #SuperAgileConference2018 #Superperformance #3rdOrderChange

The big reveal was that neither of the voices who initiated the calls belonged to a human. They were bots, dispatched through Google Assistant and activated through a back-end system. But they sounded human: They said “Um” and “Ohh, I gotcha” and ended query statements with the raised pitch of a question mark. And, for the purpose of the demo, they completed tasks that normally fall to us mere mortals, whether than meant making a hair appointment or determining whether it would be better to just walk into a restaurant and take a gamble on a table.

 

After Nike Inc. ousted a handful of male executives for behavior issues over the past few months, some media reports tied the departures to the #MeToo movement and its revelations of sexual harassment and assault. Interviews with more than a dozen former Nike employees, including senior executives, however, paint a picture of a workplace contaminated by a different behavior: corporate bullying. The workers say the sneaker giant could be a bruising place for both men and women, and that females did bullying, too. On May 8, Nike signaled as much when it confirmed four more exits stemming from an internal misconduct inquiry, including the departure of a woman with more than 20 years at the company.

The surprise announcement in March that 55-year-old Nike brand president Trevor Edwards—who had a reputation for humiliating subordinates in meetings—would leave following an internal investigation about workplace behavior issues suggests the coddling of tough guys may have come to an end. “Some companies are realizing that a bullying boss isn’t the best way to manage a company,” says David Yamada, a professor at Suffolk University Law School in Boston who’s authored antibullying legislation. “Maybe we’re starting to see a tipping point.”

Gary Namie, co-founder of the Workplace Bullying Institute, who consults with businesses on workplace issues, says one reason some companies have long tolerated or even encouraged such behavior is that many American managers believe the workplace is by nature rough around the edges. “Bullying is inextricably interwoven with capitalism,” he says. “It creates a zero-sum, competitive work environment where people feel they need to obliterate their competitors.”

Some former employees say that was the case at Nike, particularly among managers who used abusive tactics to safeguard their own position or authority. “There are a lot of very talented people deeper in the organization who have been marginalized both by senior and middle management trying to protect their domain,” says Shaz Kahng, who was a senior executive at Nike for six years through 2010. “People are often promoted based on relationships, not on results.”

In response to complaints, including from departing female executives, Nike ousted Edwards, who’d been a favorite to become the company’s next chief executive officer. Edwards, according to some of the former employees, at times bullied workers through insults and disparaging comments. More important, once he set the tone, other people mirrored his behavior, they say. A handful of executives who worked for Edwards have since left Nike.

“I’ve been disturbed to hear from some employees of behavior inconsistent with our values,” CEO Mark Parker said in an emailed statement. “When we discover issues, we take action.”

Nike also provided Bloomberg with the transcript of a town hall Parker held on May 3, in which he vowed the environment will change. “We all have an obligation—and it’s non-negotiable—to create and cultivate an environment of respect and inclusion,” he told employees. “And that starts with me. I apologize to the people on our team who were excluded. … We’re going to move from a place where the loudest voices carry the conversation to [one where] every voice is heard.”

The company declined to make Edwards available for an interview. He’s acting as an adviser to Parker until he retires in August, when he’ll receive a $525,000 payout, according to public filings.

Nike says it’s reviewing how it deals with complaints, redesigning management training, and beginning unconscious bias awareness education for employees this year. It’s also vowed to promote more women and minorities into leadership roles. Currently, managers are 38 percent women and 23 percent nonwhite.

 

Workplace bullying is often defined as behavior—including verbal abuse, derogatory remarks, humiliation, and undermining work performance—that results in physical or mental harm. About 1 in 5 Americans say they’ve been the target of it, according to a 2017 survey by Zogby Analytics that was commissioned by the Workplace Bullying Institute. Men make up 70 percent of the perpetrators and 34 percent of the targets. “It’s a significant and still underreported problem,” Yamada says. Surveys have shown such behavior is four times more prevalent than legally actionable sexual harassment, he says. “Bullying looms large.”

Ironically, Nike is one of the minority of companies that has a formal antiharassment policy that calls out bullying behavior such as verbal abuse, intimidation, humiliation, and retaliation, according to a copy obtained by Bloomberg. It also notes that harassment not based on a legally protected characteristic, such as gender or race, can still violate company rules.

One reason few companies have specific antibullying policies is that there aren’t federal or state laws in the U.S. outlawing the behavior, which makes America a laggard when compared with Western Europe, Canada, and Australia.

“Some companies are realizing that a bullying boss isn’t the best way to manage a company”

A lack of legal protections greatly reduces the possibility of liability for employers. It’s difficult to bring a lawsuit based on bullying, and businesses have worked to keep it that way. Over the past decade, antibullying bills were introduced in about 30 states, but they’ve all been defeated after opposition from corporate lobbying groups, Yamada says. A workplace bullying bill is gaining sponsors in Massachusetts’ legislature, but its future is uncertain. If there were antibullying laws, companies would be liable and do more to deter the practice, according to Namie. “It’s the only form of abuse that hasn’t been addressed by law,” he says. “It goes beyond gender to ‘I’m powerful, I can do any damn thing I want.’ ”

When executives feel entitled or untouchable, that often leads to bullying and then to other inappropriate behavior, Yamada says. In many of the workplace environments that resulted in some of the high-profile #MeToo moments, such as that at Weinstein Co., an “undercurrent” of bullying created a belief that mistreatment would go unpunished, he says. “It’s that bullying atmosphere that helps to enable and empower sexual harassment.”

According to the former Nike employees, the lack of a fear of reprisal created an environment where male executives, many married, could pursue and have sexual relationships with subordinates and assistants—behavior Nike says it tries to prevent but doesn’t prohibit. Many times the careers of those involved were unaffected, which only normalized the behavior, they say. And when there were repercussions, the men received little if any punishment, while women often faced consequences. In one instance several years ago, they say, an executive was caught having sex with his assistant on a conference table. He wasn’t disciplined, some of the people say, but the woman was reassigned.

Several former female employees describe similar experiences of encountering several slights and offenses—not one egregious incident—that increased as they moved up the ladder. One woman says her boss, a senior director, had derogatory nicknames for female staffers and would overtly favor men on the team with better opportunities. A former female manager says a male colleague had multiple complaints of bullying made against him to human resources, but the only punishment meted out was a delayed promotion. Eventually, frustration with Nike’s handling of such incidents persuaded several women to leave the company, they say.

The situation was particularly galling to employees who’d been drawn to Nike because of its cool and progressive reputation, burnished by such advertising slogans as “If You Let Me Play” and its T-shirts adorned simply with the word “equality.” “We always wished the company would live up to its marketing,” says one former female executive. “But it didn’t.”

BOTTOM LINE – Nike’s marketing positioned the company as a promoter of self-expression and equality. But former employees say it allowed a culture of workplace bullying to flourish.

The companies who are crushing it today are faster than fast. They have escaped the friction of Machine View – top-down thinking, sluggish systems of work, joyless work environments, demotivating bosses. The digital-knowledge society is here. Yet fewer than 10% of companies consider their transformation efforts “very effective.”

The stock hit an all-time high Monday, and the company moved closer to a milestone — the first $1 trillion market value. Apple stock surged on Friday, when Buffett revealed on the eve of the Berkshire Hathaway annual shareholder meeting that Berkshire had acquired 75 million more shares.

Investors had feared that Apple’s best days were past. All of a sudden, they were thinking it could be the best of two worlds — a value stock and a growth stock — thanks largely to Buffett’s endorsement. The Apple rally has been good for the rest of tech as well. Apple may be the first US company to reach a vaunted $1 trillion market cap. But three others may not be far behind.

In today’s world of work—across many industries—the rules of the game are changing as fast as they are being created. What is the wisest path forward in the new “era of uncertainty?” And what role will leadership play in an increasingly complex future?

While this rising tide affects all companies, one industry that knows a great deal about disruption is the Energy Industry, which has undergone immense transformation over the past 50 years.

In this special session, Kevin McEvoy, former President and CEO of Oceaneering, reveals a lifetime of lessons learned. His talk will show why Servant Leadership is a powerful and timeless lever for enabling Superperformance in any environment.

In addition, this year’s conference will include an array of new Super Agile topics. Through a kaleidoscope of powerful workshops, Super Agile case studies, and virtual breakout sessions, this highly experiential event will tap the collective wisdom of the conference community itself. It is designed to not only bring Super Agility to life, but draw from a powerful faculty and participants themselves to explore why this approach represents the surest, safest way forward for companies, projects, and people in the 21st Century.

 

We took our own advice – and something amazing happened. It was real, it was revolutionary, and it is Super. Join us on June 6, 2018 for an incredible online experience. Learn how you can apply these same #SuperAgile principles to your business, project, career, life, whatever – to bring about your own #3rdOrderChange #SuperAgileConference2018

Apple closes at a record after Buffett purchase revelation on Thursday. Buffett revealed the massive purchase to CNBC on Thursday, two days ahead of Berkshire Hathaway’s annual shareholders meeting. “It is an unbelievable company,” Buffett said. “If you look at Apple, I think it earns almost twice as much as the second most profitable company in the United States.”

The huge first quarter purchase is thought to bolster the 165.3 million Apple shares Berkshire owned at the end of 2017. If the fund held its position, as the report suggests, the resulting 240.3 million shares were worth about $42.5 billion at the end of trading on Thursday. Apple CEO Tim Cook said the company is “thrilled” to have Buffett and Berkshire as a major investor.

The best way to learn Super Agile is to be Super Agile. Super Agilists are both disruptive and immutable at the same time. This paradox is the safest way through the 21st Century. To paraphrase Charles Darwin, its not the smartest or strongest that thrive in times of great change – it is the most adaptable. Super Agility is 3rd Order Change. Are you and your organization ready? Register for the world’s first Virtual Super Agile Conference, June 6, 2018, coming to a smartphone / tablet / laptop / desktop near you. Register before May 15 at http://corpusoptima.com/course/virtual-conference-super-agile-higher-ground/ with a discount code of NIMBLE for a $100 discount from the $450 registration fee.

Over the past decade, the pace of change has accelerated through technology, and we’ve developed a much deeper understanding of what drives human behaviors and business success. But these new realities have not been fully translated into how leaders run their companies.

Today’s Rapid Pace of Change Demands Modernized Leadership

 

https://www.wsj.com/articles/why-bosses-should-stop-thinking-of-a-players-b-players-and-c-players-1487255326

More Volatility, Uncertainty, Complexity, and Ambiguity Ahead. Not VUCA but SuperVUCA.

http://chiefexecutive.net/ceo-outlook-2017/

In recent years a body of research has revealed another, more nuanced benefit of workplace diversity: nonhomogenous teams are simply smarter.

https://hbr.org/2016/11/why-diverse-teams-are-smarter

A new book The Distracted Mind: Ancient Brains in a High Tech World explores the implications of, and brain science behind, this evolution (some might say devolution).It was written Adam Gazzaley, a neurologist and a professor at the University of California, San Francisco, and research psychologist Larry D. Rosen.

http://www.npr.org/sections/ed/2016/11/05/498477634/learning-in-the-age-of-digital-distraction

With new applications popping up every day, we are at the forefront of a new era of machine/human interaction that will completely transform the way we live, work, and play – a change on par with the emergence of the internet itself.

http://www.networkcomputing.com/cloud-infrastructure/machine-learning-cloud-and-big-data-perfect-storm/

People often complain that their job is killing them, or that they’re working themselves to death, but new research suggests there may be more truth to those clichés than we realize.

https://www.fastcompany.com/3064755/work-smart/study-finds-work-life-balance-could-be-a-matter-of-life-and-death

This kind of “everyone culture” is as much about realizing organizational potential as it is about realizing human potential. It describes a new model for the way each can contribute to the other – how organizations and their people can become dramatically greater resources to support each other’s flourishing.

https://hbr.org/2016/10/the-key-to-adaptable-companies-is-relentlessly-developing-people?