Imagine there was something you could add to your car’s engine, so that after driving a hundred miles, you’d end up with more gas in the tank than you started with. Wouldn’t you use it? OK, that product doesn’t exist, and maybe never will.
Transparency isn't a buzzword - it's a huge competitive advantage when everyone knows what everyone is working on and getting done. It seems obvious, right? But why don't most companies make any steps to become more transparent then?
Climbing the organizational ladder often requires employees to work long hours and deal with difficult and complex issues. Some days on the job are likely fun and positive and other days are tension-filled and stressful. A common dilemma for many people is how they manage all of the competing demands in work and life and avoid letting any negative effects of work spill over into their personal lives.
The last few hours of the work day can have a significant effect on your level of productivity the following day--so it's important you have an end-of-day routine that sets you up for success the next morning.
A common misconception today is that innovators are innately creative people. Specifically, many people think that innovators are born with intuitive skills and views of the world that differs from the rest of the population.
DARE - CARE - SHARE: Brainpickings is by far my most treasured source of inspiration. This piece + video on connecting the dots should be an eyeopener to everyone - finally someone talks about the ability to connect the dots as a skill set!
America has a work culture that tends to glorify long hours. Many CEOs for instance, set an example that’s difficult to match. People with demanding jobs find themselves cutting back on sleep in order to fit in a bare minimum family time or other activities.
But bad sleep habits are a very real issue. Julia Kirby at the Harvard Business Review has a fantastic chart that makes it clear that our dysfunctional sleep culture has real consequences. Even moderate fatigue can impact performance as much as alcohol impairment. See the charts.
When I ask people at what age they feel they were (or are) the sharpest, it is shocking to me that no matter their current age – 20s, 50s, 80s – they always say their peak performance was 10, and often 20, years earlier. It does not have to be that way.
Groundbreaking ideas are no longer a luxury when success is contingent upon an organization's ability to adapt, innovative, and improve. We need look no further than Kodak, Sears, or Sony for validation that status-quo thinking is the fast-track to failure. How, then, can organizations break free of conventional thinking to spark creativity?