Talent Matters Talent Matters is a blog series exploring how nonprofit leaders have achieved real-world results through an emphasis on talent. Less than 1 percent. That's the portion of overall foundation giving that went to leadership development…
The Neurobiology of “We”. Relationship is the flow of energy and information between people, essential in our development "The study of neuroplasticity is changing the way scientists think about the...
Margaret J. Wheatley is an American writer and management consultant who studies organizational behavior.
Margaret J. Wheatley presented "The Gift Economy" seminar November 1, 2013 at the River's Edge Cleveland in Rocky River, Ohio.
While visiting the Cleveland area, Margaret contributed a conversation to the I-Open library offering a generous and wise perspective on today's shifting world, what we as leaders can do next, and what must be done in the face of deteriorating civilization to sustain belief in human potential.
"he double impact of social technologies on organizations – as drivers of change as well as the solution to some of those very change imperatives – makes them key levers for the much needed transformation of our outdated management and leadership models."
Margaret Wheatley – Paradigm Shifter, Author and Co-Founder of the Berkana Institute There is a misperception that people are motivated by competition. People are actually motivated by generosity and love.
Teacher Andrew Jones explains the difference between coaching and mentoring, and how they suit different professional development needs
Coaching, on the other hand, consists of peer-to-peer discussions that provide the person being coached with objective feedback on their strengths and weaknesses in areas chosen by them. While discussion is led by the coach, they ask questions that allow the professional seeking advice to reflect on their practice and set their own goals for improvement. This is the opposite of mentoring as the coach does not evaluate, judge or set targets, and the person being coached is in full control of the discussion.
Unlike mentoring, coaching also gives the recipient more say on the direction of their professional development and encourages them to take more ownership of their CPD.
Learning has been studied extensively in the context of isolated individuals. However, many organisms are social and consequently make decisions both individually and as part of a collective. Reaching consensus necessarily means that a single option is chosen by the group, even when there are dissenting opinions. This decision-making process decouples the otherwise direct relationship between animals' preferences and their experiences (the outcomes of decisions). Instead, because an individual's learned preferences influence what others experience, and therefore learn about, collective decisions couple the learning processes between social organisms. This introduces a new, and previously unexplored, dynamical relationship between preference, action, experience and learning. Here we model collective learning within animal groups that make consensus decisions. We reveal how learning as part of a collective results in behavior that is fundamentally different from that learned in isolation, allowing grouping organisms to spontaneously (and indirectly) detect correlations between group members' observations of environmental cues, adjust strategy as a function of changing group size (even if that group size is not known to the individual), and achieve a decision accuracy that is very close to that which is provably optimal, regardless of environmental contingencies. Because these properties make minimal cognitive demands on individuals, collective learning, and the capabilities it affords, may be widespread among group-living organisms. Our work emphasizes the importance and need for theoretical and experimental work that considers the mechanism and consequences of learning in a social context.
Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement. Especially when the organization is facing potential adaptive challenges.
This concept and the visual was taken from my new book which came out today called, The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization.
One of the things I have been writing about and have tried to make clear over the past few months is that work as we know it is dead and that the only way forward is to challenge convention around how we work, how we lead, and how we build our companies. Employees which were once thought of expendable cogs are the most valuable asset that any organization has. However, the employee from a decade ago isn’t the same as the employee who we are starting to see today. To help show that I wanted to share an image from my upcoming book which depicts how employees are evolving. It’s an easy way to see the past vs the future.
This post was written by Chris Block, CEO of American Leadership Forum - Silicon Valley, in response to Merrill’s Vargo’s previous post on creative leadership. "The alternative to top-down leadership...
“The bad news: Our brains are wired to be negative. The good news: You can train your brain to hold on to happiness in 10 seconds. Wouldn't it be awesome if we could hack into our own brains and rewire them to be happier?”