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Developing Leaders Quarterly (DLQ) is published by Ideas for Leaders, the leadership focused publishers that work with the world's premier thinkers around leadership and organizational behaviour related themes.This issue of DLQ explores the conditions needed in organizations to best enable innovation. Innovation is a capacity that makes humans stand out from the rest of the life on this planet - and has delivered us extraordinary advancement, particularly over the last 200 years - but to do it well, requires that humans are in supportive, enquiring, and resilient organizations.In this issue we draw on the thinking and insights from some of the world's leading thinkers on innovation from Andy Binn's work on Corporate Explorers, and Helmut Schonenbergers extraordinary development of the UnternehmerTUM accelerator in Munich, along with articles from Fernanda Carapinha and Bernie Jaworskie with Virginia Cheung.

Developing Leaders Quarterly (DLQ) is published by Ideas for Leaders, the leadership focused publishers that work with the world's premier thinkers around leadership and organizational behaviour related themes. This issue of DLQ explores how organizations can create better conditions within themselves for more sustainable decisions to be aired, shared and taken. The premise for the issue is that the need for greater environmental sustainability is well understood, but getting businesses and other organizations to move beyond a sole focus on profit is very difficult.We strongly maintain the view that profit is essential, but other factors need to be included to ensure sustainability as well - and to do that requires a shift in culture that stems from the organizations leaders.

Brains Inspiring Businesses is a book whose central function is to make using the new understandings about human behaviour in organizations that are coming from the modern brain sciences (and not psychology) more accessible to leaders.The fourteen contributors have all been dedicated to learning about how the brain works. Over the last 10 years they have taken that knowledge out into their individual and corporate consulting practices - and the chapters in this books are experiences at the coalface of consulting, with what they have discovered whilst incorporating the value of knowing about the brain into their work.There is a major paradigm shift about understanding human behaviour going on this century. We need to be conscious of it if we are to have the early advantage of its immense value. It is this that the modern brain sciences are offering us: a new, scientifically verified perspective on what we humans are and how that manifests itself as complex human behaviour. Leaders should have the advantage of being able to use the new understandings of Brain and Behaviour in Organizations for the benefit not only of profits but for creating a sense of purpose, satisfaction and enjoyment in achieving corporate operational and strategic goals. In such organizations human endeavour will be transformed into profit, without profit - important though it is - being the single target of performance.The modern brain sciences are telling us that it is our emotional system that generates the myriad of feelings through which, by having them attached to experience, we can make sense of our world. Our thinking system is there to give us post hoc understanding of what our brain has already decided. We are fundamentally an energy system however. We now know that energy is based on the unique 'e-motional' (energy into action) patterning of each of our brains, which is what makes us the individuals we are. Created from individual life experience attached to our unique genetics. It is from this that each of us has been and is created as the person that we understand ourselves to be. It is minute voltage electricity that powers our brain, our central controller, backed by sufficient food - our only source of energy - in the form of glucose, with our brain uniquely organized by the experiences of our first 24 years of life. We are driven, mostly non-consciously, by the 86 billion brain cells that our individual life experience has forged into these emotionally formed patterns, not by our thinking system.

Written by six experienced coaches, all members of the Institute of Coaching at McLean (an affiliate of Harvard Medical School) who have over 100 years coaching experience between them, MYPRISM emerged from pandemic lockdown discussions and addresses the critical issue of managers and executives relying on 'autopilot' to guide them, their leadership practice and their organizations through the challenges they encounter.This short but highly readable book uses the MYPRISM acronym to guide the reader through the seven elements of their intentional leadership framework. The prism metaphor reminding us how illuminating the process can be, allowing us to turn confusion and chaos into colour and clarity.Defaulting to an 'autopilot' is efficient only when there is no time to think or when circumstances have not substantially changed. In today's complex world decision-making and organizational management requires something more intentional: mindful leadership.Autopilot is a natural default choice in the face of change, when it is scary or uncertain. However, if left unchecked, autopilot creates blind spots, distorts reality and clouds perspectives and frequently can lead to suboptimal solutions. MYPRISM brings the collected insights and wisdom of the authors executive coaching experience together and provides a simple framework to turn off your autopilot and choose mindful leadership.

From an emergent and niche market, the Doctorate of Business Administration (DBA) will undoubtedly grow to answer the new needs of senior managers working in increasingly complex and uncertain work contexts that require decision-makers trained in the critical thinking skills provided by a DBA for professionals.This book has been written by professors and managers working in internationally accredited DBAs run by leading higher education institutions on three continents. It aims to explain why this development will happen, and why more and more managers will decide to pursue what is a rather special and unique doctoral programme. It also aims to answer many of the questions that future DBA students are likely to ask.The book has therefore been structured into three logical parts:Part one, Why a DBA programme?, answers some key questions about the reasons for the existence of a doctoral programme for business professionals. The authors explain that DBA programmes exist toanswer the need of the market, and clearly expose the differences between a DBA and a PhD.Part two, The DBA programme, opens up the black box of this so-far little-known doctoral programme. The authors clarify participant profiles and motivations, programme design, the partnership between student and supervisor, student support mechanisms, and the all-important supervision of the thesis.Part three, The impact of the DBA, then discusses the huge added-value of a DBA for practising managers in terms of personal benefit, but also for their organisations, and for wider society.