We are in the midst of a paradigm shift that, at times, can be disconcerting. But if we embrace the new worldview that science gives us, we stand to be far more effective managers. The place to start is with an understanding of three fundamental discoveries about how the brain works.
Do you know of anyone who has suppressed bad news to preserve their career or reputation?Or told the boss what they wanted to hear instead of the truth?Or overlooked a red flag to preserve the sense of harmony in the workplace?Most often ego is catalogued as 'good' or 'bad', but what if it's simply about your relationship with yourself? At the heart of the matter your ego, your self-esteem, self-worth and personal sense of security, chaperons your decision-making. Does the business culture have an impact on your ego?It’s absurd to pretend that the business culture doesn’t have an
In this guest piece by David Marquet, Retired U.S. Navy Captain, David chronicles his experiences and mistakes while in command of the submarine the USS Santa Fe to reveal how you can empower your employees and colleagues to think for themselves.
¿Quién cambia realmente el mundo? ¿Los optimistas? ¿Los pesimistas? El mundo lo cambian los Optimistas Insatisfechos
Jose Luis Yañez's insight:
El mundo lo cambian los pesimistas
El otro día leí una frase que me hizo pensar. La frase decía algo así como: "Los pesimistas serán los que cambien el mundo, pues los optimistas están encantados con cómo está".
El mundo lo cambian los optimistas
Yo siempre he defendido más bien lo contrario, que los que cambian el mundo son los optimistas, pues los pesimistas tienden a creer que no es posible cambiarlo o que no merece la pena ni siquiera intentarlo...
El mundo lo cambian los optimistas insatisfechos
En realidad creo que se necesita un "optimismo insatisfecho" para iniciar e impulsar cambios.
Este "optimismo insatisfecho", que tiene más de un punto de encuentro con lo que llamamos "optimismo inteligente", supone una combinación de pesimismo y optimismo; combinación que varía en "porcentajes" de uno y otro y en momentos de aplicación de cada postura.
Q. I have a new part-time hire whom I like and who is good at his job. The problem is he is acting burdened when I ask way in advance for him to work any overtime. He knew this was a condition of his job.
Bad bosses contaminate the workplace. Some do so obliviously, while others smugly manipulate their employees, using them as instruments of their own success. Regardless of their methods, bad bosses cause irrevocable damage to their companies and employees by hindering performance and creating unnecessary stress.The stress your boss causes is bad for your health. Multiple studies have found that working for a bad boss increases your chance of having a heart attack by as much as 50%.Even more troubling is the number of bad bosses out there. Gallup research found that 60% of government workers a
Anyone within an organization has the potential to become a leader, but managers must be leaders. In schools and in our organizations we have been taught and conditioned to believe that managers and leaders are two separate people which is quite a harmful assumption. As a result we have managers [...]
In this blog piece, Bhudeb Chakrabarti highlights six different theories of leadership that been developed over the years to explain how people lead others.
Trait theoriesBehvaioural theoriesContigency theories such as those proposed by Fred Fiedler and Hersley-BlanchardCharismatic LeadershipTransactional TheoryTransformational Leadership
He describes leading as the art of influencing and motivating people to perform in a manner to achieve a common goal. The sum total of a leader’s roles, tasks and responsibilities and interpersonal influences constitutes leadership in his opinion.
As more Millennials assume leadership positions around the world, organizations are becoming increasingly concerned with how to ensure their success. However, most existing research on those born between the early ‘80s and late ‘90s is skewed toward understanding what a narrow, typically Western, population wants. Conclusions based on such a limited sample could lead to bad decisions (and missed opportunities) around attracting, retaining, and developing millennial leaders in a global business environment.
Most workplaces face constant imperatives for change - from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.
Our own brains regularly deceive us in order to make sense of the world we live in. Most of the time, it’s nothing more than an innocent effort to save face. Our brain will tell us we’re smarter and better looking than everyone else, and that any fault brought to our attention should probably be blamed on someone else. It will advocate for our convictions, pointing out any evidence that supports them and politely ignoring any that doesn’t. And it will even spare us from the mental strain of thinking beyond the stereotypes it has so conveniently crafted for us. The human brain is our best friend, and our worst enemy, and unless we keep one eye peeled, it can hijack our learning completely.
One of the things that happens when you write books about the future is you get to watch your predictions fail. This is nothing new, of course, but what’s different this time around is the direction of those failures.
The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.
At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.
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