• White Paper Plus4
    FRESH THOUGHT LEADERSHIP

    Keeping you updated with FRESH content

  • White Paper Plus4
    FRESH THOUGHT LEADERSHIP

    Keeping you updated with FRESH content

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ABOUT US

White Paper Plus for Fresh Thought Leadership is an informative website addressing corporations and businesses so that they can keep up-to-date with what’s current in the world of business and thought leadership. We aim to highlight news, articles and white papers in the Legal, IT, Marketing and Finance sectors.

Providing fresh content is a must to understanding what’s new in the corporate field and we aim to make sure we provide the best insight to help other businesses learn and develop their own individual goals and aspirations. Whether someone is educating the market…
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INTERVIEWS

SPECIAL LEADERSHIP MENTION

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Dr. Chris Stout
is a licensed clinical psychologist, Founding Director of the Centre for Global Initiatives, VP of Research and Data Analytics at ATI Holdings, LLC, and on faculty at the College of Medicine at the University of Illinois at Chicago. 

He served as NGO Special Representative to the United Nations and was one of the World Economic Forum’s Global Leaders of Tomorrow and Invited Faculty in Davos. He was invited by the Club de Madrid and Safe-Democracy to serve on the Madrid-11 Countering Terrorism Task Force. 

He has been interviewed on CNBC, CNN, NBC, PBS, NPR, Oprah, Time, Chicago Tribune, Wall Street Journal, New York Times and USA Today.

He has published over 35 books, including two Amazon Best Sellers; his works have been translated into 8 languages. He has received five humanitarian awards and four additional doctorates (honoris causa) for his work in global health and humanitarian intervention. He also blogs in these areas as a LinkedIn Influencer. He is listed in in TED Conferences Founder Richard Saul Wurman’s “Who’s Really Who, 1000: The Most Creative Individuals in America.” http://DrChrisStout.com 

What do you like to ask other leaders when you get the chance?

First of all, advice is tricky business. I often advise that advice from one does not work for all. In fact, I just posted a LinkedIn Influencer blog on this. Nevertheless, I do find value in such instances; otherwise I’d not have a podcast interviewing those to deconstruct how it is what they do. But the point is that you have to consider and weigh what you hear from what you can learn and practice. My approach is to learn as much about them in advance, and once I have the opportunity to connect and establish a relationship, to then get to pick their brain. 
In some instances it may be about strategy— how in the world did they figure out ____? How did you get ______ to join your team? Etcetera. In other instances, it may be time management, or family management, or goals management. The point is - be specific and targeted. See what you can offer in return. Consider that you learn. Try it on or take it for a test drive. Tweak and iterate as necessary. Keep and incorporate or drop and move on.
Dr. Chris Stout 

LEADERSHIP
COMMENTARIES

What does being a leader mean to you within Business Processes?

Leadership at its heart is simply about creating a shared vision for a desired end and empowering people to take ownership for delivering the vision. It is not about labels (authoritative, decisive), but about values (inclusive, authentic). Ultimately, it is about delivering “with” people rather than “through” people. – Dere Ogbe, Senior Consultant at Shell
Which is most important to your organisation—mission, core values or vision and why?
Core values are the most important to me. Core values are deeply rooted in everything we do and how we operate towards achieving missions, goals, and, ultimately, a vision. They set the tone of the organisation internally and externally, they are the DNA of your organisation. Missions change over time, however core values should not, unless we want to lose our way along the line. – Adrian Kamalo Deen, Director at Credit Suisse
Where do the great finance ideas come from in your organisation?

The great finance ideas are coming from people challenging the status quo and the people thinking outside the box. – Tobias Wagner, Finance Director at Fujitsu Global
What is the most difficult thing about being a leader?

Giving a consistent approach to a team and an individually tailored one to team members. You can’t be the same person to everyone, humans by nature are individuals and, to get the most out of your team, you need to understand them. Once you become a leader, you need to change your mindset to realise delivering things yourself end-to-end is no longer your job, but to steer talented people to deliver brilliance. – David Turner, Marketing Controller at Sky 
Where do the great ideas come from in your organisation?

The greatest ideas come from talking to those that are recently new and that are constantly overlooked. Those people have the opportunity to not follow the herd and, if they are aware and capable enough, they can see the blind side internally and externally depending on their level of view. Great ideas come from companies knowing that the executive and mid-levels of management are instrumental to success and transformation in my opinion.
Archie Price, Senior Director of Marketing at OMD Worldwide
What motivates you to be a leader?

Leadership provides me with an opportunity to give back to my team and the leaders who have inspired me. My main role as a team leader is to assist in defining our goals and then providing the support and coaching to achieve them. I evaluate my leadership performance based on my team’s morale, energy, enthusiasm and their individual successes. Of course, achieving the team’s objectives are important but, if the foundation is there, the achievement of goals becomes a by-product of the overall team’s success. 
Elisabeth Lambert, Vice President at Rabobank
What does being a leader mean to you in the financial industry?

Being a leader in the financial industry is about empowering customers with outstanding solutions that help them achieve their financial and life goals. To deliver this, a leader must be at the forefront of technological and business trends, and literally help to shape the future by innovating, inspiring and executing flawlessly. – Vijay B, Vice President at J.P. Morgan 
What advice would you give someone going into a leadership position for the first time?
The advice I’d give to someone going into leadership for the first time is, spend time getting to know your people and be committed to their development. Your direct reports and their success is a direct reflection of your leadership. Good leaders inspire and mentor. No one succeeds alone. 
Yamilee Taitt, Vice President at Bank of America Merrill Lynch 
What is one characteristic that you believe every leader should possess?
I believe all leaders need to possess more than one same characteristic. Nevertheless, if I had to choose one - that characteristic would be courage.
Jim Shannon, Senior Director at PwC 
What does being a leader in the HR industry mean to you?

I really believe in the potential of people and that people have the ability to innovate and transform for the better the lives of other people. So it may seem proponent or megalomania, but being a leader in large HR companies, building products and solutions to support the development of so many people in different industries and different countries, my answer to your question is:

I truly believe people are the key to find answers for a better and more sustainable world. Being a leader at HR or HCM industry allows me to impact many people's careers and lives, and therefore companies, business and mankind. – Mauro Soares, General Manager at Paychex
How do you set an example to those on your team?

My philosophy is that active management must be beneficial; more importantly I set an example to the team by being a good advisor who is able to properly diagnose the risk tolerance and investment objectives of an investor in my line of work. A good advisor should have a plan for the investor that will match the investor’s risk tolerance and objectives and I believe there must be a science behind this asset allocation plan, with an understanding of the historical returns of each sub-sector and how those returns relate to those of the other sectors. 
Kevin Wythe, Vice President at Morgan Stanley
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