In Hilary Scarlett’s Melcrum article of February 2013, Neuroscience – helping employees through change, she described some of the insights neuroscience is bringing to why people find organizational change difficult, and more usefully, what we c
With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?
One of the activities I often do with students when introducing the idea of positive psychology in leadership is to ask them to select their favourite leadership quotation and explain it in terms of psychology theory and evidence.
Being positive psychologists, popular choices include:
A leader is a dealer in hope (attrib. Napoleon Bonaparte) – optimism, hope, inspiration, the broaden & build theory It is absurd that a man should rule others, who cannot rule himself (proverb) – emotional intelligence, strengths, self-regulation Anyone can hold the helm when the sea is calm (attrib. Publilius Syrus) – resilience, strengths/unrealised strengths, self-efficacy
Via The Learning Factor
Everyone has an opinion on the issue of determinism and free will and most people accept the idea of determinism but nonetheless believe they are in charge of their actions. Busy people are willing to accept these disparate views and just live life. For those who stop a second and wonder, “hey how does that all work?” this is the book for them. It tells the story of my life in brain research and how after 50 years of it, I have come to think about the crucially important idea of personal responsibility in a determined brain.
Fairy tales help children to answer basic existential questions, like who am I, what is the good life, where do I belong? Through fairy tales they learn to navigate reality and survive in a world full of ambiguities and dangers.
Leadership in the 21st Century requires a fresh approach to gaining the engagement & buy-in of the people who make up our organisations. The ‘job-for-life’ culture of the 20th has now gone, and innovative approaches to leading teams are required – asking, rather than telling staff what to do – using a coaching approach helps people think creatively, helps us to do more with less, strengthens relationships and helps us manage organisational transformations.
Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the many hallmarks of his leadership was trust. The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”
Unfortunately, trust is in rare supply these days. People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.
Very few founders, startup CEOs, board members, investors, and others supporting the entrepreneurial community actively pursue and advocate disciplined, professional leadership development. This is an enormous missed opportunity.
Entrepreneurs, especially founders and startup CEOs, need not wait to be encouraged to do this work. They should not consider their own development as a nice-to-have, an indulgence, or an unnecessary expense. They certainly should not delay until their jobs are threatened by their poor performance.
Here are seven reasons (among many) that every founder and entrepreneurial CEO should actively develop their leadership, and a question about each.
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