An Open Letter to My College-Bound Son During The Age of Disruption

A unique letter (wrote to her child) by Clar Rosso, Executive Vice President-Engagement and Learning Innovation, Association of International Certified Professional Accountants.

Clar Rosso in focused on how work is changing, industries are being disrupted, artificial intelligence is improving, and more tasks are becoming automated, and innovation is increasing.

She also wrote to her son about graduating from high school and heading to college and learning skills such as:

Complex Problem Solving: The future will require you to solve new kinds of problems that may not be well defined.

Emotional Intelligence: Success will require you it identify and manage your emotions and anticipate the emotions of others around the office. Handling your relationships with empathy is key and a skill you’ll be able to develop throughout your career.

Critical Thinking: Objective analysis of facts and issues will be key to exercising your judgment.

Creativity: When you think of creativity, you probably picture an artist, but the kind of creativity I’m talking about is technical creativity, which drives new ideas, theories and technologies.

People Management: Creating a rock star team and getting the most out of them will continue to be valued in the workplace.





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How Compassion Builds Better Companies

LinkedIn’s Jeff Weiner wrote a unique article:

“The importance of being compassionate, how it can change your career path, your company, and your life.”

He also wrote aspiring to compassion was helpful: “So I decided to change. I vowed that as long as I’d be responsible for managing other people, I would aspire to manage compassionately. That meant walking a mile in the other person’s shoes; and understanding their hope, their fears, their strengths and their weaknesses.  And it meant doing everything with my power to set them up to be successful.”

He mentioned that to create the right culture, and you create a competitive advantage is another point about the need for compassion. “The flip side is developing a culture with a compassionate ethos. That’s what our leadership team has tried to do at LinkedIn; create a culture where people take the time to understand the other person’s perspective, and not assume nefarious intention; build trust; and align around a shared mission. After nearly 10 years, I still celebrate the fact we can make important decisions in minutes or hours that some companies debate for months. Create the right culture, and you create a competitive advantage.”




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7 Simple Tricks That Will Instantly Increase Your Emotional Intelligence

Learning to do these seven things will help you avoid saying and doing things you later regret.

  1. Pause
  2. Volume
  3. Mute
  4. Record
  5. Rewind
  6. Fast-Forward
  7. Trailer

The article is linked here:

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Is Your Emotional Intelligence Authentic, or Self-Serving by Ron Carucci in Harvard Business Review

“It’s possible to fake emotional intelligence. Similar to knockoffs of luxury watches or handbags, there are emotions and actions that look like the real thing but really aren’t. With with best intentions, I’ve seen smart leaders charge into sensitive interactions armed with what they believed was a combination of deep empathy, attuned listening, and self-awareness but was, in fact, a way to serve their own emotional needs. It’s important to learn to spot these forgeries, especially if you’re the forger.

“Our ability to express emotional intelligence is sometimes impaired by unacknowledged, unhealthy, emotional needs. If you want to genuinely employ effective emotional intelligence skills, pay attention to the unaddressed scars and voids lurking beneath the surface of your inner emotional landscape. Tend to those honestly and carefully, and you’ll better be able to maintain credibility and strong relationships with others.”

The article’s more information on Harvard Business Review Link:

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How Good Eggs came back from the brink–and plans take on Amazon

How Good Eggs came back from the brink–and plans take on Amazon

“Good Eggs first launched in 2011 as a digital version of a farmer’s market, bringing local produce to customers who didn’t have time to shop in person. By 2015, it was struggling. The company had quickly expanded and then crashed badly, closing its locations in New York, Los Angeles, and New Orleans, and laying off 140 workers. But the San Francisco location stayed open, changed leadership, and worked to solve its problems in just one market.

“The investors saw an opportunity for the company to grow, even in the face of Amazon’s purchase of Whole Foods, which now means competing against free grocery delivery for Prime Members in San Francisco. ‘I think there is a type of customer who wants what they stand for related to food to not be from the largest e-commerce provider in the world,’ says Bill Gurley, general partner at Benchmark. ‘I think that Whole Foods is already at a scale that makes some of the local work that Good Eggs does impossible . . . it’s a little counterintuitive, but when you get to where you have 1,000 stores, it’s remarkably inefficient to source locally. You can actually be too big to deliver against that value proposition.’

“After initially expanding too quickly, the company hired a new CEO, Bentley Hall in late 2015, and was able to turn the business around. From 2016 to today, the company’s average order size has increased 21%. The company has grown more than four times, even while competitors like Instacart and Amazon have entered the market. The cost of Good Eggs’ offerings are fairly similar to Whole Foods; eggs and dairy prices are slightly lower. Produce, which Good Eggs says it sources to a higher standard, is 4% higher on average. It declined to share specific numbers, but Hall says that Good Eggs is delivering thousands of grocery orders each day.

“When Hall took over as CEO, he says that the biggest shift the company made was to focus on what customers wanted. The team at Good Eggs started offering more products so that it would be possible for someone to buy a full week’s worth of groceries in one place.”

In the Giraffes of Technology book’s Chapter 3, we wrote about dealing with problems in The Cycle of Falls and Rises so that when you fall (with problems) you are still able to rise again as being positive vs negative. Chapter 6 deals with Blending into Communities that helps companies move forward with customers, and Chapter 1 focuses on The Lookout Post that keeps leaders to look forward in the age of science and technology in a broader vision to keep rising vs. falling more.

Fast Company Link:

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Review of our book by Better World Books

I recently learned about the review of our book by Better World Books that received it from libraries as a “former library book.” They wrote a unique review of the book attached below in black sentences.

Giraffes of Technology by Dr. Hubert Glover


Giraffes of Technology: The Making of the 21st-Century Leader frames a new model of leadership and vision that is suited to the realities of today’s marketplace and that responds to the complexity of technology and change. Laying out six core concepts in the construct of an empowering metaphor, Giraffes of Technology will stimulate your imagination and open your eyes to new ways of thinking about the opportunities and challenges present in the technologically-driven culture of today.

For more information, visit


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Giraffes of Technology Published in Atlanta-Fulton Public Central Library

I recently learned that our book was posted on Atlanta-Fulton Public Library System, Central Library, in Atlanta, GA 30303, United States.

Below they wrote about our book and the unique Giraffe metaphor:

Giraffes of Technology: The Making of the 21st-Century Leader frames a new model of leadership and vision that is suited to the realities of today’s marketplace and that responds to the complexity of technology and change. Laying out six core concepts in the construct of an empowering metaphor, Giraffes of Technology will stimulate your imagination and open your eyes to new ways of thinking about the opportunities and challenges present in the technologically-driven culture of today. For more information, visit



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The Lookout Post—Giraffes of Technology

In our book’s chapter The Lookout Post—Giraffes of Technology about the future of work due to science and technology, we researched MIT’s Peter Senge and his unique book about the world’s future published in 1990: The Fifth Discipline: The Art & Practice of The Learning Organization.

In 1999 the Journal of Business Strategy named MIT’s Peter Senge “Strategist of the Century.” He is the definition of a look-out post that continually scans the horizon. In 1990 he wrote The Fifth Discipline, a book that predicted that business was entering a time of quickening pace where there no longer would be a stable environment. Society would be bombarded with ongoing change and need to be more alert through intensive, ongoing learning. Senge suggested that when encountering rapid change, only companies that were “flexible, adaptive, and productive” would excel.

He argued that companies must begin to see their employees as people, as assets to develop and feed through learning. The industrial-age terms “human resources” and “personnel” would shift to “human capital.” To keep up with change, companies would need to become sincere learning organizations and decentralize the power of old industrial-age hierarchy, bringing human characteristics such as the ability to adapt to a changing environment. Peter Senge viewed companies as organic entities that needed to adopt behavior that emulates learning. In his book The Fifth Discipline, Senge writes about “organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”

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Businesses Exist to Deliver Value to Society

Businesses Exist to Deliver Value to Society

In the Harvard Business Review (HBR), Kenneth Frazier (CEO of Merck) was interviewed about “Businesses Exist to Deliver Value to Society.” Since becoming CEO in 2011, he has earned praise for stabilizing Merck—no easy feat in an industry convulsed by change. He promised new launches, such as the cancer drug Keytruda.

During his interview by HBR, he responded to the questions listed below:

Thinking more broadly about the role of business in society, Milton Friedman once said that a business’s sole purpose is to generate profit for shareholders. Does that seem right?

While a fundamental responsibility of business leaders is to create value for shareholders, I think businesses also exist to deliver value to society. Merck has existed for 126 years; its individual shareholders have turned over countless times. But our salient purpose in the world is to deliver medically important vaccines and medicines that make a huge difference for humanity. The revenue and shareholder value we create are an imperfect proxy for the value we create for patients and society.

What’s the biggest hurdle to innovation in drug development? The science? Regulations? The costs of R&D?

I’d say the main factor is our lack of knowledge about the human body and human biology. People talk about the importance of sequencing the human genome and the fact that we are generating more and more genetic insights. But as Roger Perlmutter, our head of research, says, what that really gives us is a parts list. It doesn’t tell us how those parts are integrated to operate the human body. That’s what we’re now interrogating across multiple disease areas.

Where do you most need to apply your time and attention, and where can other people lead?

I think the CEO needs to focus on critical areas. The first is setting the strategic direction of the company. The second is deciding how to allocate capital across the company to produce the greatest long-term value for the society and shareholders. The third, and by far the most important, is to ensure that the right people are in the right jobs. And CEOs have to be willing to give up power: The most important decisions made inside Merck are not made in my office.

What do you see as your biggest challenges going forward?

First, we want to make sure that our people, who are very good at operating in today’s business model, are prepared to adapt to change. What I worry about most is that we’re so comfortable with what we know that we won’t make the kinds of changes we need to make. My other big concern is whether we’re hiring the next generation of leaders. The ultimate test of a leader is, who are the people who will take over from you, and are they as talented and as committed as committed as they need to be to succeed?

How do you plan for that transition?

You have to fight against hierarchy, which is one of the biggest obstacles to success and innovation. It’s important for leaders to diffuse power to people who are actually in a position to make a difference. I’d love to convince Merck’s people that they already know what to do—that they don’t need to look up to their leaders for answers.

What would you like your ultimate legacy to be?

I’d like people to say that Merck continues to make a difference in the world by harnessing science and translating it into solutions that really matter for human and animal health around the world. It’s that simple.


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Primal Leadership

In a Harvard Business Review (HBR) book, a topic has a question about how primal leadership focuses on what most influences your company’s bottom-line performance. The answer will surprise you–and make perfect sense: It’s a leader’s own mood.

Executives’ emotional intelligence–their self-awareness, empathy, rapport with others–has clear links to their own performance. But new research shows that a leader’s emotional style also drives everyone else’s moods and behaviors–through a neurological process called mood contagion. It’s akin to “Smile and the whole world smiles with you.”

Emotional intelligence travels through an organization like electricity over telephone wires. Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges.

Emotional leadership isn’t just putting a game face every day. It means understanding your impact on others–then adjusting your style accordingly. A difficult process of self-discovery–but essential before you can tackle your leadership responsibilities.

The book, with many articles, is called On Emotional Intelligence at the following link:

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