If you want a glimpse of the future of technology and its impact on society, study how younger generations interact with one another today. While everyone is talking about Millennials these days, there’s another, potential more disruptive generation behind them…Generation Z.
As financial services' organisational culture comes under more scrutiny under the remit of the Financial Conduct Authority, Martin Cook, principal consultant, organisational change at Bernard Hodes, provides some pointers for success.
The prefontal cortex (that section of the brain right behind your forehead) is the part that helps us with things like decision-making and regulating our behavior. Self-control, or willpower, falls under this heading, and thus is taken care of in this part of the brain.
To be effective at controlling our urges and making sound decisions, the prefontal cortex needs to be looked after. That means feeding it with good-quality food so it has enough energy to do its job and getting enough sleep.
I don’t know of a single CEO who isn’t smart, knowledgable, and talented. The executives I meet are skillful, hard working, and successful. These successful men and women are operating at about 95% of their full potential. The right kind of coaching can get them to 99.5%.
One of the attributes all employees need to have is being able to adapt to change. In this current economy, everyone is moving around from one company or group to the next. We've accepted that employees don't stay in one …Read »
You'd think it would be easy spot when you're working too hard--long hours, painful wake-ups and general exhaustion are sure tip-offs, right? The funny thing is, our bodies and minds have a funny way of adjusting to the demands we place on them, at least for awhile.
As your hours creep up and the pressure gradually intensifies, you may end up feeling like you're flying (or at least grinding it out) until one day, burnout hits with a vengeance and your health or your sanity crumbles. Rather than get to that point, wouldn't it be good if you could keep an eye out for early warning signs that your schedule and stress levels are starting to get out of whack so you can make adjustments before you collapse?
When Peter Drucker died in 2005, billionaire Eli Broad was among those who lavished praise on him, noting that the legendary management writer’s insights “seemed rather simple but, in fact, were very profound.”
Today, the same thing might well be said of Broad, the founder of two Fortune 500 companies, an internationally renowned art collector and museum patron, and a celebrated philanthropist and civic leader.
In his new book, The Art of Being Unreasonable, Broad shares his own principles for success—nearly all of which are positively Drucker-like. Scores of leadership, management and life lessons are sprinkled throughout the book. Here are five that I found especially powerful:
A few weeks ago I flew to NYC to film a video on the future of work with the folks over at Success Factors. The video was recently debuted at SAP’s Sapphire conference in Orlando. It explores a lot of the themes and ideas that I care about such as employee engagement, workplace flexibility, the …
Catherine Hoke (CEO of DEFY VENTURE'S) says She was desperate to “fill a seat” instead of postponing the search and spending time to find the right person for the job, she admits.
“We ended up compromising, hiring people that didn’t have the attributes I was looking for,” Hoke says. “[It] becomes more costly in the long run.” If a candidate doesn’t have the skills but does have the traits for the job, they can grow into the position, she says. (For example, a salesperson better be a closer, and an assistant needs to be detail oriented.) Having to fire someone sets the organization back and is unpleasant, Hoke says. “[The] pain could be avoided on the front end.”