Month: June 2018

15 Little Known Facts about Angela Ahrendts—2018 Faculty Spotlight

15 Little Known Facts about Angela Ahrendts

Angela Ahrendts, recently named one of the world’s most powerful women, is influencing the world of retail through her role at Apple. We are honored to welcome her to the 2018 Global Leadership Summit faculty.

Ahrendts may not have taken a typical path into the tech world, but she’s quickly become one of the most important and highest-paid executives at Apple.

She joined Apple in 2014 as head of retail, filling a position that had been vacant for more than a year. At the time, the tech world was surprised. Ahrendts didn’t have a background in tech and previously had been her own boss; she joined Apple from British fashion house Burberry, where she served as CEO for eight years.

Here’s how she rose from her place of origin in a small town outside Indianapolis to becoming an executive at one of the most valuable companies in the world…

1) Ahrendts grew up in New Palestine, Indiana. One of six kids in her family, she was a cheerleader in high school, played tennis and volleyball, and also did gymnastics. Ahrendts’ athletic prowess may in part be due to her height—she’s just under six feet tall.

2) As a kid, she sewed her own clothes and dreamed of joining the fashion industry. “It was always fashion. If you read my high school yearbook, I was [someone] who, at 16, knew exactly what I was going to do,” she told The Guardian.

3) Ahrendts attended Ball State University in Indiana. The day after her final exams, she moved to New York City, leaving on a one-way ticket.

4) She got her start in sales, working for a menswear company. She then moved to merchandising at bra maker Warnaco, and in the late 80s, served as president of Donna Karan International for six years.

5) In the mid-90s, Ahrendts worked at Henri Bendel and was charged with expanding its number of stores. Ahrendts’ job was to open Bendel stores in 50 new markets, but the company’s board eventually cancelled the project.

6) In 1998, she joined Liz Claiborne. She spent eight years there, eventually working her way up to executive vice president.

7) Ahrendts became CEO of Burberry in 2006 and immediately went to work revitalizing the company. Her first order of business was shutting down 35 product categories, many of which featured Burberry’s famous check pattern. The company’s brand had been over-licensed through the years, diluting its value.

8) During her tenure at Burberry, she pushed the company to adopt new technologies. Under her leadership, Burberry embraced e-commerce and updated their in-store technology. Ahrendts also launched new product lines, and the company’s retail operations expanded into new markets.

9) Ahrendts moved her family to the United Kingdom when she joined Burberry. Rather than living in a townhouse in London, the family opted for a 12,000-square-foot manor house in the suburbs, complete with a tennis court and indoor pool.

10) Ahrendts met her husband, Gregg Couch, in elementary school; they’ve now been together for 40 years. The couple had a 17-year long-distance relationship while she was living in Manhattan and working 80 hours a week. Couch eventually moved to New York, and he and Ahrendts were married in their 30s. Couch started his own contracting business after moving to New York, but he gave it up when Ahrendts took over as CEO of Burberry, becoming a stay-at-home dad.

11) Ahrendts has three children. Her son, Jennings, is an aspiring musician. Her other two children are daughters—Sommer and Angelina. Family is important to Ahrendts. She once turned down an invitation to the Oscars to spend more time at home.

12) She wakes up at 4:35 every morning but doesn’t use an alarm clock.

13) In 2014, Ahrendts was named an honorary Dame Commander of the British Empire. She received the honorary DBE title for her contribution to British business. During her tenure at Burberry, the company’s stock price more than tripled.

14) In April 2014, she became executive vice president of retail at Apple. The tech giant tasked her with revamping its stores and improving employee morale. She was also charged with making the buying process at its outlets feel more like a luxury experience, improving how the digital and brick-and-mortar shopping experiences were merged.

15) Ahrendts was a fan of Apple even before she joined the company. “If I look to any company as a model, it’s Apple,” she told the Wall Street Journal while still serving as Burberry’s CEO. “They’re a brilliant design company working to create a lifestyle, and that’s the way I see us.”

(This article originally appeared here.)

 

Angela AhrendtsAngela Ahrendts is responsible for strategy, real estate & development and operations of Apple’s physical stores, online store and contact centers. Since joining Apple in 2014, she has integrated Apple’s physical and digital retail businesses to create a seamless experience for more than a billion visitors per year, with the goal of educating, inspiring, entertaining and enriching communities. Prior to Apple, Ahrendts served as CEO of Burberry, leading the company through a period of outstanding global growth.

5 Reasons You Don’t Want to Miss #GLS18

GLS 2018

Everyone has influence and the ability to positively impact their community and world. No matter where your influence is—in the family, school, work, community or church—when you commit to grow your leadership, everyone around you wins.

On August 9-10, The Global Leadership Summit will be hosted at more than 600 sites across the U.S. and Canada, with 160,000 attendees expected. The GLS is more than an event—it’s a catalyst for change and a resource to be leveraged for church and community impact.

 

Here are the top five reasons for you to attend GLS18:

 

5) Experience world-class faculty and content you can immediately apply

With the most diverse faculty of any leadership event anywhere, you’ll receive a unique blend of intellectually rigorous content that stretches your thinking and is immediately applicable on your leadership journey. See the full faculty lineup.

 

4) Network with other leaders in your community

Maximize your leadership. Make connections with local peers to bring a vision to life in your community. The average person is only 20 minutes away from a Summit host site location. Find a host site near you.

 

3) Improve your leadership outcomes

Independent research from Excellence in Giving says that the Summit is one of the most fruitful investments you can make in your leadership. Here’s a sampling of outcomes reported by Summit attendees:

 

2) Receive year-round content to fuel your leadership journey

Between Summits, free resources are available to you on multiple platforms, to continue your growth.

GLSnext

 

 

1) Maximize your influence, and get exceptional value for a low ticket price!

Join 160,000 people across the U.S. and Canada who will grow their leadership skills and their impact by attending GLS18Register today!

9 Bad Habits You Must Break To Be More Productive

Nothing sabotages your productivity quite like bad habits.

They are insidious, creeping up on you slowly until you don’t even notice the damage they’re causing.

Bad habits slow you down, decrease your accuracy, make you less creative, and stifle your performance. Getting control of your bad habits is critical, and not just for productivity’s sake. A University of Minnesota study found that people who exercise a high degree of self-control tend to be much happier than those who don’t, both in the moment and in the long run.

By constant self-discipline and self-control, you can develop greatness of character.

 –Grenville Kleiser

Some bad habits cause more trouble than others, and the nine that follow are the worst offenders. Shedding these habits will increase your productivity and allow you to enjoy the positive mood that comes with increased self-control.

1) Impulsively surfing the internet.

It takes you 15 consecutive minutes of focus before you can fully engage in a task. Once you do, you fall into a euphoric state of increased productivity called flow. Research shows that people in a flow state are five times more productive than they otherwise would be.

When you click out of your work because you get an itch to check the news, Facebook, a sport’s score, or what have you, this pulls you out of flow. This means you have to go through another 15 minutes of continuous focus to reenter the flow state. Click in and out of your work enough times, and you can go through an entire day without experiencing flow.

2) Perfectionism.

Most writers spend countless hours brainstorming characters and plot, and they even write page after page that they know they’ll never include in the book.

They do this because they know ideas need time to develop. We tend to freeze up when it’s time to get started because we know that our ideas aren’t perfect and what we produce might not be any good. But how can you ever produce something great if you don’t get started and give your ideas time to evolve?

Author Jodi Picoult summarized the importance of avoiding perfectionism perfectly: “You can edit a bad page, but you can’t edit a blank page.”

3) Meetings.

Meetings gobble up your precious time like no other. Ultra-productive people avoid meetings as much as humanly possible. They know that a meeting will drag on forever if they let it, so when they must have a meeting they inform everyone at the onset that they’ll stick to the intended schedule.

This sets a clear limit that motivates everyone to be more focused and efficient.

4) Responding to emails as they arrive.

Productive people don’t allow their email to be a constant interruption. In addition to checking their email on a schedule, they take advantage of features that prioritize messages by sender.

They set alerts for their most important vendors and their best customers, and they save the rest until they reach a stopping point in their work. Some people even set up an autoresponder that lets senders know when they’ll be checking their email again.

5) Hitting the snooze button.

When you sleep, your brain moves through an elaborate series of cycles, the last of which prepares you to be alert at your wake-up time. This is why you’ll sometimes wake up right before your alarm clock goes off—your brain knows it’s time to wake up and it’s ready to do so.

When you hit the snooze button and fall back asleep, you lose this alertness and wake up later, tired and groggy. Worst of all, this grogginess can take hours to wear off. So no matter how tired you think you are when your alarm clock goes off, force yourself out of bed if you want to have a productive morning.

6) Multitasking.

Multitasking is a real productivity killer. Research conducted at Stanford University confirms that multitasking is less productive than doing a single thing at a time.

The researchers found that people who are regularly bombarded with several streams of electronic information cannot pay attention, recall information or switch from one job to another as well as those who complete one task at a time.

When you try to do two things at once, your brain lacks the capacity to perform both tasks successfully.

But what if some people have a special gift for multitasking?

The Stanford researchers compared groups of people, based on their tendency to multitask and their belief that it helps their performance. They found that heavy multitaskers—those who multitasked a lot and felt that it boosted their performance—were actually worse at multitasking than those who liked to do a single thing at a time.

The frequent multitaskers performed worse because they had more trouble organizing their thoughts and filtering out irrelevant information, and they were slower at switching from one task to another. Ouch!

7) Putting off tough tasks.

We have a limited amount of mental energy, and as we exhaust this energy, our decision-making and productivity decline rapidly. This is called decision fatigue. When you put off tough tasks until late in the day because they’re intimidating, you save them for when you’re at your worst.

To beat decision fatigue, you must tackle complex tasks in the morning when your mind is fresh.

8) Using your phone, tablet or computer in bed.

This is a big one that most people don’t even realize harms their sleep and productivity. Short-wavelength blue light plays an important role in your mood, energy level and sleep quality. In the morning, sunlight contains high concentrations of this blue light.

When your eyes are exposed to it directly, the blue light halts production of the sleep-inducing hormone melatonin and makes you feel more alert. In the afternoon, the sun’s rays lose their blue light, which allows your body to produce melatonin and start making you sleepy.

By the evening, your brain doesn’t expect any blue light exposure and is very sensitive to it. Most of our favorite evening devices—laptops, tablets, televisions and mobile phones—emit short-wavelength blue light, and in the case of your laptop, tablet and phone, they do so brightly and right in your face.

This exposure impairs melatonin production and interferes with your ability to fall asleep as well as with the quality of your sleep once you do nod off. As we’ve all experienced, a poor night’s sleep has disastrous effects upon productivity. The best thing you can do is to avoid these devices after dinner. (Television is OK for most people as long as they sit far enough away from the set).

9) Eating too much sugar.

Glucose functions as the “gas pedal” for energy in the brain. You need glucose to concentrate on challenging tasks. With too little glucose, you feel tired, unfocused and slow; too much glucose leaves you jittery and unable to concentrate. Research has shown that the sweet spot is about 25 grams of glucose.

The tricky thing is that you can get these 25 grams of glucose any way you want, and you’ll feel the same—at least initially. The difference lies in how long the productivity lasts.

Donuts, soda and other forms of refined sugar lead to an energy boost that lasts a mere 20 minutes, while oatmeal, brown rice and other foods containing complex carbohydrates release their energy slowly, which enables you to sustain your focus.

Bringing it all together.

Some of these habits may seem minor, but they add up. Most amount to a personal choice between immediate pleasures and lasting ones. After all, the worst habit is losing track of what really matters to you.

 

This white paper originally appeared in the TalentSmart newsletter.

Hope Is Not A Strategy: 4 Questions To Create Real Movement In Your Organization

Leaders must have hope, or they will give up when leadership is difficult or unrewarding.

But hope alone won’t create movement.

Some organizations and churches opt out of internal systems and processes, planning for growth, budgeting, staff expansion or strategic ministry development.

They worry that such activities will limit God. Inadvertently, they end up limiting themselves.

  • If the worship leader puts framework around a worship service, does that limit God?
  • If the teaching pastor studies Scripture and prepares the message to be preached, does that limit God? Of course not.
  • If the small group leader reviews Bible study material in advance of a gathering, does that limit God? Certainly not.

Consider these examples:

1) Some organizations or churches are stuck because they fail to find perspective. They are afraid to acknowledge their current condition.

2) Some organizations or churches are stuck because they don’t put their plan into action. They are unwilling to do the hard work of building discipline or monitoring their progress.

3) Some organizations or churches have plans, but the plans have never produced results. Yet they continue trying to implement these plans, hoping it will eventually turn around.

4) Some organizations or churches are stuck because they fail to plan. They assume if they simply hope and pray for a better future, they can cling to past practices and still find success.

In the first three examples, the leaders have a plan, but either they failed to act or they didn’t develop a plan that fit their context.

But the fourth example, the leader without a defined plan, is the one most at risk. This leader will most likely experience the greatest amount of frustration and highest number of setbacks.

Without a plan, it is easy to feel helpless. It is easy to feel hopeless.

Dr. Henry Cloud reminds us in his book Necessary Endings, “Hope is not a strategy.” 

The same broken plan combined with greater amounts of hope will never produce a bigger impact.

The truth is, hope is a terrible strategy to grow, develop and multiply what God has entrusted to us as leaders.

Too much is at stake. This is why developing a theology of planning is critical to ensure life change continues to be a natural byproduct of the decisions we make, the buildings we build and the ministry investments we make.

Proverbs 24:5-6 (MSG) tells us, “It’s better to be wise than strong; intelligence outranks muscle any day. Strategic planning is the key to warfare; to win, you need a lot of good counsel.”

Successful leaders prioritize diverse perspectives, create intentional plans and guide their teams to take real action.
I challenge you to ask yourself some hard questions:

  • In what areas am I stuck as a leader?
  • In what areas are we stuck as an organization or church?
  • In what areas am I hoping for change, but not planning for it?
  • In what areas have I lost hope all together?

Ask These Questions to Identify Potential in People

We all know that identifying and deploying talented people is an essential skill for any leader. But knowing how to spot talent can also be a challenge.

Savvy leaders know that every person you hire impacts the culture of your organization. A good hire can have exponentially positive effects on your momentum. A poor hire can cost you significant time and resources for lost productivity and team morale…not to mention your sanity!

You’ve likely heard the mantra, “Hire slow, fire fast.” This quip exists for good reason. Building and developing your team is the most important work you’ll do as a leader. However, this work requires the discipline of intentionality to observe great talent and effectively recruit and empower it.

When you are able to pair the gifts of an individual with the needs of the organization, I believe something divinely beautiful happens. It’s an art form in which you’ve become the master. While from the outside looking in, it may appear like magic, talent scouting is far from a mysterious process. And extraordinary leaders know the key: being able to identify potential.

Great leaders see potential.

Potential by definition means you see possibility. You see what isn’t proven yet. This is perhaps the scariest of human resource gambles for us as leaders. When we hire on potential, we’re hiring on what we believe could be true about an employee. We’re claiming to see what others don’t see…oftentimes seeing something in the employee that they don’t even see in themselves. This requires high belief but it’s undergirded by keen discernment.

And lest you be concerned with relying solely on your intuition to identify potential, a Harvard Business Review piece defined potential as encompassing five key qualities: motivation, curiosity, insight, engagement and determination.

Here are the essential questions I have used to assess these five qualities in people.

1) Motivation 

Does the candidate demonstrate a drive and commitment to get things done? Are they a self-starter? Do they show initiative for new projects or a willingness to take on more responsibility? Are they committed to their own personal growth and development? Do they seek out opportunities for continued education (formal or informal)?

2) Curiosity

Do they ask questions and request feedback? Are they eager to find new solutions to recurring problems? Do they show interest in others? Do they seek to understand the bigger picture? Are they quick to judge or are they interested in understanding someone else’s perspective?

3) Insight

Do they have good instincts? Can they see alternative solutions? Are they able to anticipate needs and adapt to change? Do they offer ideas and support to their peers? Are they aware of how they are perceived by others? Do they have a healthy perspective on their strengths while comfortably acknowledging their weaknesses? Do they own their responsibility in outcomes, both good and bad? Do they know how to build trust and foster relationships?

4) Engagement 

Are they all in? Are they committed to the mission and vision of the organization? Are they dedicated to their team? Do they actively participate in conversations and step up to leadership opportunities when they arise? Are they respected by their peers for their ability to work together and learn from others? Do they work cooperatively with others and seek to understand the perspective of other team members?

5) Determination

Are they resilient? Can they rebound from a setback? Do they bring energy and optimism to team meetings? Do they engage a solution mindset to problem solving? Do they see roadblocks or just obstacles they have to find a way over?

Spotting potential, developing it and watching it flourish are some of my greatest joys as a leader. In my experience, the technical competency of an individual is secondary to the core elements of potential. Give me someone who has potential and I’ll invest the time and resources to teach them the competencies they need to succeed.

Potential is your secret weapon. Not only are you finding that proverbial “diamond in the rough,” but also by believing in someone’s potential you are planting seeds of belief and commitment that may lead to long-term dedication to you and the organization.