8618 Chapters
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Medium 9781780648545

8 The Dynamics of Tourism Development in Britain: The Profit Motive and that ‘Curious’ Alliance of Private Capital and the Local State

Harrison, D.; Sharpley, R. CABI PDF

8 

The Dynamics of Tourism Development in Britain: The Profit Motive and that

‘Curious’ Alliance of Private Capital and the Local State

John Heeley*

Best Destination Marketing, Sheffield, UK

Blackpool is one of the wonders of the world.

It is a triumph of the commercial instinct of

Lancashire, applied to providing pleasure, health and varied amusement of the masses.

Spas and Health Resorts of the British Isles

(Luke, 1919: 273)

This once famous resort of royalty and fashion

(Brighton) may now, through the literal as well as metaphysical levelling of the railroad, be fairly entitled to the appellation of the Marine

Metropole . . . Gay loiterers of pleasure, and donkey parties, regiments of schools, and old bathing women, literary loungers, who read out of doors, and stumble against lampposts in interesting passages – these, and a host of other peripatetic humanities, make the beach populous between Hove and Kemp Town . . .

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Medium 9781576755761

Individual and Small-group Activities

Doty, Elizabeth Berrett-Koehler Publishers ePub

This section is meant to help individuals and groups, as well as the coaches and trainers who work with them, explore and apply each of the personal foundations in fun and engaging ways so that you can expand your ability to redefine the game and engage at a higher level. Each activity can be used by both individuals and small groups.

Before you get started, you may want to take two diagnostic questionnaires: The Organizational Pressure Diagnostic allows you to take stock of the type, source, and strength of healthy and unhealthy pressure in your organization. The Self-diagnostic helps you identify the constraints that may be limiting your ability to redefine the game and the personal foundations that are likely to be of most use.

To access these two diagnostics or electronic versions of the Individual and Small-group Activities, please see “Online Resources.” As I update the exercises, I will put new versions online, so please check the Web site often to see what’s new.

One way to use these activities is to schedule yourself to complete one every two weeks for twelve weeks, gradually cycling through all six foundations.

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Medium 9781523093984

33. Treat Your People as Family

Blanchard, Ken; Broadwell, Renee Berrett-Koehler Publishers ePub

COLLEEN BARRETT

One of the most enjoyable writing experiences I’ve ever had was coauthoring Lead with LUV: A Different Way to Create Real Success with Colleen Barrett, former president of Southwest Airlines. The airline industry, in its history, has lost money. But Southwest Airlines, year after year, has turned a profit. Why? Because Colleen and founder Herb Kelleher have always had servant leadership in their veins. You’ll see it in the way she insists on capitalizing words such as Mechanic, People, Customer, and Leader! This essay is about Southwest’s servant leadership story. —KB

OVER THE YEARS, all of our Leaders at Southwest Airlines have tried to model Servant Leadership. Herb Kelleher, our Founder, led the way clearly—although I don’t think he even knew what the expression “Servant Leadership” meant until we told him. To be honest with you, neither did I, until my friend, the visionary leader Ann McGee-Cooper, introduced me to the book Robert K. Greenleaf: A Life of Servant Leadership by Don Frick.1

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Medium 9781605095240

9 Shift Your Focus of Attention

Pattakos, Alex Berrett-Koehler Publishers ePub

De-reflection can only be attained to the degree to which … awareness is directed toward positive aspects.82

Andy is a former executive with a major software company. He used to make more than $130,000 a year and had a terrific benefits package. He supervised teams of software programmers in several states and had an office overseas. But no more. Like scores of other well-paid, white-collar workers, Andy was laid off and has been unable to find a job that offers the same — or even similar — responsibilities, status, salary, and benefits. Instead, out of desperation, he has found himself grasping at survival jobs offering considerably less.

“Yes, desperate times require desperate measures,” says Andy. He continues, “This is no time to be picky. Since they laid me off, I’ve sold jewelry in a department store and worked as a cashier at a ski slope, both at eight dollars an hour. Now I sell golf equipment.”

Andy, however, is more than a mere survivor in a job market that calls for such desperate measures. Although he is empathetic, Andy doesn’t really see himself as grasping at straws like some displaced white-collar workers. He would say that he’s not in the same boat at all. You see, Andy isn’t driven by frustration, money worries, shame, or embarrassment. In fact, Andy doesn’t feel that he is going backward; instead, he feels that he’s going forward. An avid golfer, he has moved on to jobs related to his hobby — first helping run the pro shop at a local golf course and now selling golf equipment in a mall sports shop. And in his current job, Andy sees an even more positive side.

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Medium 9781576757659

Babson College

Aspen Institute,, The Berrett-Koehler Publishers PDF

A Closer Look at:

Babson College

School of Management / Babson Park, MA http://www3.babson.edu/mba/

WHAT THE SCHOOL SAYS:

Central to entrepreneurial thought and action at Babson are social venturing, global development and civic engagement, all of which are essential to preparing students to be social and environmental stewards. Babson’s philosophy is that entrepreneurship requires attention to global economic and social issues.

A QUICK LOOK

NOTE: All information is self-reported data submitted to the Center for Business Education

COURSES*

Accounting (2)

Business & Government (1)

Business Law (2)

CSR/Business Ethics (2)

Economics (3)

Entrepreneurship (11)

Finance (2)

General Management (4)

Marketing (4)

Organizational Behavior (1)

Operations Management (1)

Strategy (2)

ACTIVITIES*

Speakers/Seminars (5)

Clubs & Programs (3)

Institutes/Centers (3)

* Figures in parentheses indicate the number of courses/activities that, in whole or in part, integrate social, environmental, or ethical perspectives

NOTABLE FEATURES

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Medium 9781576754078

17 How Consultants and Money Managers Sell to Institutional Investors

Edesess, Michael Berrett-Koehler Publishers ePub

Let’s look at how it typically works in the institutional investor market—the large employee benefit, endowment, and foundation funds.

Big institutional investment funds (their assets can be in the tens of billions of dollars or more) almost always retain a consulting company. The consulting companies, which specialize in the institutional investment consulting business, can be large and extremely profitable. For example, the president of the consulting company Wilshire Associates (with whom I once debated at a University of Chicago conference) had in his youth worked on computer programming for the U.S. space program. At the age of sixty—perhaps feeling nostalgic for space projects—he reportedly spent $20 million to buy himself a ride on the Soviet Mir space station. His institutional investment consulting business must not have done too badly!

Consulting firms perform various research studies for their clients, such as—for example—running asset–liability models, which project the future assets of a pension fund compared with its liabilities. (A pension plan’s liabilities are what it will cost later to make the promised payments to retirees.) These models can help the fund’s managers determine how likely it is they’ll have enough to cover benefits and how much they might need to add to the fund in the future.

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Medium 9781576756294

CHAPTER 5: CONNECTING THE DOTS

Eisler, Riane Berrett-Koehler Publishers ePub

There’s an old parable about three blind men and an elephant. The first blind man felt the animal’s trunk and said it’s a leathery snake. The second blind man felt its leg and said it’s a tree. The third blind man felt its tail and said it’s a rope. It’s such an old parable that it’s become a cliché. But it graphically describes a basic obstacle to fundamental economic and social change.

Today, thousands of experts are analyzing our economic, social, and ecological problems from their particular perspectives, disagreeing on what lies behind them. But just as an elephant can’t be understood by only describing some of its parts, it’s not possible to understand what lies behind our global problems unless we take into account the whole system.

As noted in chapter 2, we can’t change economic systems by just focusing on economics. Economic systems are embedded in larger social systems. To effectively change dysfunctional economic policies and practices, we need an understanding of their larger social matrix.

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Medium 9781576753491

Chapter Three SO SUE ME

Bourhis, Ray Berrett-Koehler Publishers ePub

DEPOSITIONS ARE SOMETIMES HELD IN EXPENSIVE HOTEL CONFERence rooms, with sumptuous buffets featuring freshly squeezed orange juice and croissants, linen napkins, and fragrant floral arrangements.

Someone in my office, perhaps in a misplaced effort to save the firm from profligacy, had instead scheduled this deposition in a court reporter’s office located twenty minutes and two light-years west of the Four Seasons on Boston Common. It was obvious that no one from that hotel’s housekeeping staff was moonlighting cleaning this unpleasant little conference room. It was dirty and damp and exuded the distinct odor of wet, day-old cigarette butts and leftover pizza.

I was there to question several UnumProvident witnesses in the Hangarter case. The company was engaged in the seven-veils dance of termination: if this reason doesn’t work, peel off that veil and move to the next one. The company was now claiming that Joan could still perform the bookkeeping part of her job and therefore was not disabled. Why the company thought there would be any bookkeeping if there were no patients shall forever remain a mystery.

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Medium 9781605094472

3 Six Change Management Myths

Axelrod, Richard Berrett-Koehler Publishers ePub

When I discuss the new change management with potential users, they often raise a familiar set of objections, which I am calling “myths.” These are the beliefs that keep leaders holding on to the old change management and prevent them from moving toward the new change management:

• It will take too long.

• Success requires leaders to completely let go.

• We must keep a firewall between the organization and its stakeholders.

• Productivity will suffer if I involve a lot of people.

• The majority put self-interest before the common good.

• Changes designed by the best and the brightest are costeffective.

Leaders look at the investment of time and money that goes with widening the circle of involvement and initially gasp. While the new change management does place a higher emphasis on including more people throughout the change process, the investment of time and energy pays dividends when it comes to execution. As you will see in the stories throughout this book, when people are involved in change from the very beginning, the time spent creating buy-in once the new direction is established virtually disappears and the change process proceeds with a life of its own.

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Medium 9781605094472

4 Lead with an Engagement Edge

Axelrod, Richard Berrett-Koehler Publishers ePub

In the North Sea, an oil platform caught fire and was burning fast. On it was a lone worker. He had a decision to make: stay and face certain death or jump and face probable death.

Leaders often call upon the burning platform when they want to create a sense of urgency. And while they might not know the original story behind the metaphor, the metaphors we use are important.

But beware of the burning platform.

When managers invoke the burning platform, it sounds like this: “If we don’t make this change, we will have to close our doors in six months” or “If we don’t get the new product in three months, our competitors will eat our lunch” or “If you want to have a job, you’d better get on board.” The hope here is that fear will create action.

To an extent, the strategy works because people want to survive. They will act when faced with a burning platform, but it is difficult to predict what choice they will make. Some will get on board, others will panic, and others will jump ship. Some will try to make themselves look good, others will try to make their coworkers look bad, and others will hide bad news.

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Medium 9781626568471

CHAPTER 6 Engaging with a Corporation and Filing a Shareholder Resolution

Behar, Andrew Berrett-Koehler Publishers ePub

As a shareholder, if you feel that a corporation in which you have invested is doing something harmful and it fits within the environmental, social, and governance concerns as described above, one way to address your concern is to engage directly with the company in a collaborative way. By doing this, you can work through the process with them to understand why they have such a policy or have taken such an action, and if your engagement is not successful, you can file a resolution. Here is a hypothetical example to illustrate the step-by-step process of bringing about change in a company you own as an investor.

Requirements: You must own $2,000 worth of stock that you have held for one year prior to the filing deadline. You must commit to not selling the stock until after the annual meeting. It must also be a voting class of stock,50 as some classes of stock do not have the right to vote or file resolutions. There are minimum vote thresholds that also must be met for filing in subsequent years. Resolutions must obtain three percent of the total vote their first year to be resubmitted, six percent the second year, and 10 percent the third year and all subsequent years. If it fails to meet these vote levels, it may not be resubmitted for three years.

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Medium 9781576755778

Chapter 8: The Meeting Game

Kahnweiler, Jennifer B. Berrett-Koehler Publishers ePub

Carlos, an account executive, dialed in for the weekly conference call. As the initial chit chat transpired, he convinced himself that this time it would be different. With many extroverted callers in his nationwide group, he often found it difficult to get the boss to listen to his ideas. This time he was determined to get heard. The high-energy group started in and raced through the agenda. When asked to give his report Carlos did fine, but after the back-and-forth dialogue began on the new marketing plan, he found himself overanalyzing his potential answers. By the time he was ready to speak up, the group had moved on to the closing business, and Carlos had missed his chance to share his expertise on the Western region. More importantly, he also lost the chance to be seen as a player by his boss and co-workers. Carlos’s goal of participation was on target. So was his thoughtful analysis. Where he failed was in execution, in stepping out there and having the confidence to let his ideas be heard.

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Medium 9781576751329

20. Discover Success at the Point of Maximum Pessimism

Manz, Charles C. Berrett-Koehler Publishers ePub

97

We all face times when things seem really bad, even hopeless. At these moments it is easy to become discouraged and to view the situation as strictly a negative obstacle to success and happiness. But many of these situations are actually valuable opportunities for greater success disguised as pending failures. The old expression “It’s always darkest before the dawn” points to the opportunities that frequently lie just beneath the dark surface.

Sir John Templeton, one of the greatest financial investors of the twentieth century, recognized this potential. The basis for his tremendous financial success is a philosophy that the best time to invest is at “the point of maximum pessimism.” In other words, he has advised acting in ways that seem counterintuitive. Instead of trying to go where the outlook is best, he has searched the world for places where the outlook is most bleak, where others are scared and fleeing from a particular market.

98

Some of the notable examples of Templeton’s against-the-tide investments include Japan in the 1960s when people thought the Japanese market was a mess and it would be crazy to invest there, Ford Motor Company in the late 1970s when the future looked very bleak for the auto giant, and Peru in the mid-1980s when political tension gripped the country and money and the middle class were fleeing. He committed significant sums in each of these cases and just a few years later earned millions on these investments.35

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Medium 9781605090009

Contents

Blumenthal, Noah Berrett-Koehler Publishers ePub
Medium 9781576752333

7. Collective Leadership

Raelin, Joseph A. Berrett-Koehler Publishers ePub

LEADERSHIP IS BEING SEEN MORE AS A PLURAL PHENOMENON, something that the entire community does together. It does not need to be associated with the actions of a single operator. People in the community assume leadership roles when necessary, and through this collective action, leaderful practice occurs.

Consistent with the adaptive process of leadership, collective leadership may make its most important contribution to leaderful practice in promoting learning for the entire organization. Learning occurs as we make ourselves available to alternative perspectives of understanding. Although we tend to be willing to alter our perspectives on an individual basis, we also tend to resist exposing our vulnerability to others. Doing so requires a humility that seeks as much to serve as to achieve and to defer as to supersede. Creating a learning culture in an organization is easier said than done. No one can dictate openness to another; no one can demand someone’s vulnerability. Rather, it must pervade the culture of the organization.

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