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  • Pollen Interview For Pollen Volume 31-Paula-Prahl-Lars-Leafblad

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    Lars Leafblad
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    Paula Prahl is svp communications, public affairs, and Corporate Responsibility at best buy. Pollen recently visited with Paula about innovation, leadership, and creating change. Here's some of the ideas and thoughts she shared.

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    Pollen Interview for Pollen Volume 31-Paula-Prahl-Lars-Leafblad

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    Paula Prahl is svp communications, public affairs, and Corporate Responsibility at best buy. Pollen recently visited with Paula about innovation, leadership, and creating change. Here's some of the ideas and thoughts she shared.

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    Download as PDF, TXT or read online from Scribd
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    291 views1 page

    Pollen Interview For Pollen Volume 31-Paula-Prahl-Lars-Leafblad

    Uploaded by

    Lars Leafblad
    Paula Prahl is svp communications, public affairs, and Corporate Responsibility at best buy. Pollen recently visited with Paula about innovation, leadership, and creating change. Here's some of the ideas and thoughts she shared.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
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    Pollen Interview for Pollen volume 31 Lars Leafblad Curator, Pollen, Principal, KeyStone Search A conversation with Pollenite

    e Paula Prahl, SVP Communications, Public Affairs, and Corporate Responsibility at Best Buy Co., Inc. Pollen recently visited with Paula Prahl about innovation, leadership, and creating change. Heres some of the ideas and thoughts she shared (all responses are paraphrased unless noted): Strategic planning tends to focus on creating perfect change but it is often the process itself that creates behavior change

    Leadership is finding what will make something happen.inertia is a bigger enemy than anything else within most organizations

    Future of public and corporate affairs tied to finding balance between sufficiency and necessity with regards to multiple stakeholder interests

    Much of public policy change is pendulum change that swings rapidly across a spectrum but metered change is much more successful in the long term

    Having a culture of supporting fast failure where things can be tried, measured, modified, and tried again is critical to creating change

    Good corporate social responsibility is linked to having strong alignment between the business model of the organization and its impact on the world at-large

    2 big challenges for newly promoted leaders within organizations are shifting from individual impact to team impact metrics orientation and learning when and how to subordinate your own interests and agenda for the good of the broader organization

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