GIBSIccURATION
Follow
Find tag "teams"
455 views | +0 today
GIBSIccURATION
Scoops relevant to change dynamics of academic information environment -
Your new post is loading...
Your new post is loading...
Scooped by GIBS Information Centre / GIBSIC
Scoop.it!

Want To Get Promoted? Be A Narcissist

Want To Get Promoted? Be A Narcissist | GIBSIccURATION | Scoop.it
If you think you're better than everyone else, studies show that you're more likely to end up ordering around everybody else.
GIBS Information Centre / GIBSIC's insight:

group dynamics -  "

Harvard Medical School clinical psychologist Craig Malkin dropped some knowledgeon how to sniff out the narcissist in your midst. While narcissists go by many other names, their tendencies include:

1. INSECURITIES GET PROJECTED NONSTOP - They play hot potato with their sense of smallness, Malkin says. "Narcissists say and do things, subtle or obvious, that make you feel less smart, less accomplished, less competent," he says. "It's as if they're saying, 'I don't want to feel this insecure and small; here, you take the feelings.'"2. EMOTIONS GET HATED ON - Feelings mean you can be touched by friends, colleagues, partners. But to be touched is to be influenced and to be influenced is to have your perfect autonomy undermined--which narcissists hate.3. AND CONTROL IS ALWAYS NEEDED - Narcissists also hate to feel like other people's preferences impact them, since then they're not "fully independent." So rather than express their needs, they maneuver people to suit them. 
more...
No comment yet.
Scooped by GIBS Information Centre / GIBSIC
Scoop.it!

Seth Godin: The tribes we lead | Video on TED.com

Seth Godin argues the Internet has ended mass marketing and revived a human social unit from the distant past: tribes. Founded on shared ideas and values, tribes give ordinary people the power to lead and make big change.
GIBS Information Centre / GIBSIC's insight:

Ackn. Seth Godin, TED.com    “ . . . call it the idea of tribes. What tribes are, is a very simple concept that goes back 50,000 years. It's about leading and connecting people and ideas. And it's something that people have wanted forever. Lots of people are used to having a spiritual tribe, or a church tribe, having a work tribe, having a community tribe. But now, thanks to the internet, thanks to the explosion of mass media,thanks to a lot of other things that are bubbling through our society around the world, tribes are everywhere."

more...
No comment yet.
Scooped by GIBS Information Centre / GIBSIC
Scoop.it!

Is Your Board Clueless About Your Top Team?

Is Your Board Clueless About Your Top Team? | GIBSIccURATION | Scoop.it
A recent report from The Conference Board and Stanford Business School suggests that the time is right for asking this question.
GIBS Information Centre / GIBSIC's insight:

boards, team work : ". . . help their boards gain a stronger grasp of their top teams. Here they are: 


  • 1. Create a talent development program with board involvement. "The development of promising employees should not end with their promotion to a senior management level. As leader of the organization, the CEO has the responsibility to create and implement a development program for direct reports, and the board should ensure that this work is carried out," notes the summary on the Stanford GSB site.
  • 2. Connect talent development with succession. "The talent development program should be formally connected to the CEO succession process, and the progress of individual executives should be reviewed in the context of their potential to assume the CEO position." 
  • 3. Play an active role. "While the CEO is ultimately responsible for the development of his or her direct reports, directors should move beyond interacting with executives 'when circumstances warrant.' They can volunteer to serve as informal mentors or advisors and, with the approval of the CEO, meet periodically with executives in the context of their everyday work environment." 
  • 4. Measure and reward progress. "Companies' succession plans and talent development programs should be benchmarked against those of industry peers. Further, the CEO should be held accountable for the development of his or her direct reports, with talent development included as a key performance indicator (KPI) for his or her executive compensation program."
Ackn. Conference Board , Stanford Business School, 2014
more...
No comment yet.