Feedback is the only way that we can improve, but criticism often means we stop listening. Some useful hints on how to prepare yourself for feedback, although the better answer is to move the conversation to improvements for the future.
Daniel Goleman, in his article “Leadership That Gets Results”, has identified six different leadership styles, and he believes that good leaders will adopt one of these six styles to meet the needs of different situations.
None of the six leadership styles by Daniel Goleman are right or wrong – each may be appropriate depending on the specific context. Whilst one of the more empathetic styles is most likely to be needed to build long-term commitment, there will be occasions when a commanding style may need to be called upon, for example, when a rapid and decisive response is required.
Transformational Leadership is about transforming the business and changing the organisation’s culture. Here we define the transforming leader and list 7 characteristics of the transformational leader.
Most people like to think what they have to say is important. If you or I make the effort to share thoughts, feelings, or knowledge, then we want to believe the intended recipient is listening. But honestly, many people are too distracted to really take it all in when someone else is doing the talking. What's worse is that so many just watch mouths move, waiting for the chance to chime in.
Great leaders understand the value of active listening and get the most benefit from what others have to share. They understand that if you want to be heard and understood, the first step is learning how to listen yourself. The following are actions shared by those who truly know how to listen. Integrate them into your conversational behavior and you might be surprised what you learn.
When you encounter the familiar, time seems to constrict and when you acquire new knowledge, it expands. Neuroscientist David Eagleman explains:
Time is this rubbery thing … It stretches out when you really turn your brain resources on, and when you say, “Oh, I got this, everything is as expected,” it shrinks up.
That relationship between time’s elasticity and whether your brain is processing new information gets at why time seems to turn up the tempo as we age. As the world starts to become more familiar, we learn less and sometimes even seek information and experiences that fit within what we already know. There’s less adventure, play, exploration, creativity, and wonder to invite and engage with newness.
Can we really judge a book by its cover? When it comes to making snap judgments about others, it turns out, we may be pretty good at doing just that.
We've all heard the truism, "You only make one first impression." It's true -- and these impressions may be more powerful than we would imagine.
Our brains take in a huge number of verbal and non-verbal cues almost instantaneously when we meet someone (or just look at a photo of them) to calculate powerful impressions that are often as accurate as the impressions we form over longer periods of time.
It wasn’t long ago when people were consistently praised for multitasking– the parent who, in one night, juggles children’s homework, their own professional work, the laundry, and spinning classes. Or the ultra-connected marketing manager who, in an hour, answers 10 emails, works on a sales pitch, grabs a coffee, and books a plane ticket for a trade show. Both sound like veritable productivity masters. But the mental toll caused by multitasking has been proven to far outweigh peoples’ ability to simultaneously juggle tasks.
Multitasking, in fact, is multifaceted. The term can be defined as performing two or more tasks at the same time, or constantly switching from one thing to another. It can also be described as performing numerous tasks in rapid succession– like sending a tweet, then writing an email, then making a call, then checking your messages, then finishing your presentation. Sound familiar?
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