As internal communicators continue to lead strategic business roles in organizations, it’s increasingly important to master critical thinking skills, with new perspectives, objectives and understanding – beyond our communication roles. Richard Khleif shares his experiences, approach and practical tips to unpack this multi-layered topic.
Our Global Leadership Forecast (GLF) is a truly global study of more than 13,000 business leaders and 1,500 HR executives. The GLF report is a fascinating study of leadership today and focuses on the experiences of leaders all around the world, and the implications. It’s clear that, not only are leaders struggling with new skills such as using analytics, driving innovation, surviving in the volatile, uncertain, complex and ambiguous (VUCA) world and managing increasingly diverse teams, they are finding the fundamental requirements of leadership difficult. These include delivering on the specific strategy of their CEOs, leading rather than managing, and effectively interacting with teams.
Features of a Excellent, Vital Organization: Over my professional life I would encounter certain organizations that were very impressive and I wondered a lot as to what the defining attributes of such organizations might be. I have "noodled" this concept a lot over the years and have come up with six primary attributes or features of an excellent vital organization. They are as follows: Proper Reason-to-Be and Intent: Vital organizations tend to have proper, legitimate reason-to-be
Most L&D practitioners have a general familiarity with Maslow's hierarchy of needs. But Theo Winter wanted to dig deeper into the model to determine whether it truly has sufficient validity to still be considered useful in today’s business environment.
Education 3.0 is the next generation of education and the radical step enabled by the advancements in information and communication technology. Prof. Derek W. Keats argues that institutions must respond quickly to remain relevant and ...
An understanding of what exactly constitutes emotional intelligence is important not only because the capacity is so central to leadership but because people strong in some of its elements can be utterly lacking in others, sometimes to disastrous effect.
Still, it is sign that the field is reaching a certain level of maturity that we are beginning to see some counterarguments. Most notably, a Wharton professor, Adam Grant, who in his own research has reported a lack of correlation between scores on tests of emotional intelligence and business results. While Goleman and others contest his methods, Mayer himself pointed out in 2002 HBR article that “emotional intelligence isn’t the only way to attain success as a leader. A brilliant strategist who can maximize profits may be able to hire and keep talented employees even if he or she doesn’t have strong personal connections with them.” But building those strong connections is still probably a safer bet than ignoring them.
In this project, we formed a professional learning community, which had a number of teacher educators and other members of the faculty from a variety of areas. Members had range of experience with mobile and other digital technologies, from being inexperienced to having extensive experience.
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