There’s a major disconnect between what companies look for in their top performers and best leaders, and what students learn in school. Why don’t we better align these skill sets? For instance, among educators there is lots of talk these days about “grit”: the tenacity to focus on working toward a goal despite obstacles and... Read more »
Absolutely...however, students need to have the "grit'" and tenacity to survive as well as to thrive in this world. Some, if not most, of us Boomers learned this during our lifetimes, most likely the "hard way," so to speak.
Just being able to focus in the digital world for younger people (mainly younger children) has to be a challenge in itself! While the digital age is perfect for them to learn as quickly as their brains are moving, somewhere there has to be a delicate "balance" to keep them grounded.
Yes, we do need to align the skill sets needed to survive and become great leaders with what we're teaching young children. I predict an education overhaul in the very near future!
The quest to effectively share knowledge within a company is one that still appears elusive. How do you keep on top of your competitors’ developments? How do you monitor articles that mention your brand? How do you make sure your teams get the information they need to make decisions and to learn?
While we never had more ways to disseminate intelligence and knowledge within companies, it's easy to feel overwhelmed so that we're still often perceiving a lack of communication in the corporate world.
Become A Mindful Leader: Slow Down To Move Faster Forbes For business leaders, encouraging mindfulness is more than just being tuned in; it's a strategy to improve personal and company-wide performance and productivity, both of which support...
Learn to lead in ways that help rather than tell people to grow and align personal motivations with what your company needs. (#Leaders Curate #Talent > Gathering the right people together at the right time is curation.
Dana Theus, in "The Values Revolution", dares leaders and managers to look into why employees want to leave their jobs.
Employees are exhausted by the cut-throat, grab what you can, self-centered leadership and management actions that have dominated 20th century business and have too often characterized the path to which results were achieved.
Employees are leaving seeking workplaces that value people and outcomes grounded in purpose and meaning.
...cooperation, communication, and sharing, are leadership actions that lead to prosperity in today’s hyper connected workplaces.
.... [it is the] responsibility on the individual leader to own their response to the abysmal work environment that is suffocating our workplaces.
...[instead, change] life-sucking workplaces to discover joy, optimism and possibility at work.
When evaluating trustworthiness, we are highly influenced by surprisingly small factors -- like where we meet someone, what they wear, what their voices sound like, whether their posture mimics ours, if they mention the names of people we know or...
Leadership is learned behavior that becomes unconscious and automatic over time. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question. Many people wonder how leaders know how to make the best decisions, often under immense pressure. The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures. More so, the decision making process is an acute understanding of being familiar with the cause and effect of behavioral and circumstantial patterns; knowing the intelligence and interconnection points of the variables involved in these patterns allows a leader to confidently make decisions and project the probability of their desired outcomes. The most successful leaders are instinctual decision makers. Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their “gut-feel” when making difficult decisions at a moment’s notice.
Only 13% of employees worldwide are engaged at work, according to Gallup's new 142-country study on the State of the Global Workplace. Low levels of engagement hinder gains in economic productivity and life quality.