“ As part of C.M Rubin’s monthly series in the Huffington post: The Global Search for Education: Our Top 12 Global Teacher Blogs, this is my third contribution. This month we are answering the follow...”
Via Pavel Barta
We’ve all had the situation when an employee walks into our office with a problem they want us to solve (or dozens of problems they want solved). Maybe they walk into our office and say, “I need your help boss, that other division won’t respond to my emails about giving [...]
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.
When it comes to productivity, we all face the same challenge—there are only 24 hours in a day.Yet some people seem to have twice the time; they have an uncanny ability to get things done. Even when juggling multiple projects, they reach their goals without fail.Time is really the only capital that any human being has, and the only thing he can’t afford to lose. —Thomas EdisonWe all want to get more out of life. There's arguably no better way to accomplish this than by finding ways to do more wi
You are annoying your boss and colleagues any time you take your phone out during meetings, says new research from USC's Marshall School of Business, and if you work with women and people over forty they're even more perturbed by it than everyone else.The researchers conducted a nationwide survey of 554 full-time working professionals earning above $30K and working in companies with at least 50 employees. They asked a variety of questions about smartphone use during meetings and found: 86% think
A river is powerful, yet confined to its banks; its course is locked and because of its directed nature, you can generate power off of its stream. On the other hand, a flood is an uncontrollable wall of water. Because its spread is so wide, it moves so fast, and it is largely unpredictable, it’s not something from which you can derive power. Ultimately, a flood will destroy everything in its path. Elmore said that chasing after every flashy, new idea can be distracting and destroy your discipline and the momentum you have with current goals.
Rivers are useful. Floods are harmful.
Elmore’s lesson resonated deeply with me. Rivers and floods exist throughout the worlds of sports and business. Too often we hear a good idea today, tomorrow, and the day after that; but when we try to execute every good idea that we come across, we become a flood as opposed to a river.
Almost every world-class, high-performance organization takes training and education seriously. But Navy SEALs go uncomfortably beyond. They’re obsessive and obsessed. They are arguably the best in the world at what they do. Their dedication to relentless training and intensive preparation, however, is utterly alien to the overwhelming majority of businesses and professional enterprises worldwide. That’s important, not because I think MBAs should be more like SEALS—I don’t—but because real-world excellence requires more than commitment to educational achievement.
As an educator, I fear world-class business schools and high-performance businesses overinvest in “education” and dramatically underinvest in “training.” Human capital champions in higher education and industry typically prize knowledge over skills. Crassly put, leaders and managers get knowledge and education while training and skills go to those who do the work. That business bias is both dangerous and counterproductive. The SEALS can’t afford it. “Under pressure,” according to SEAL lore, “you don’t rise to the occasion, you sink to the level of your training. That’s why we train so hard.” When I see just how difficult and challenging it is for so many smart and talented organizations to innovate and adapt under pressure, I see people who are overeducated and undertrained. That scares me.
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