I had the great good fortune of having breakfast this morning with Danny Meyer, longtime friend and client, at Maialino, one of his USHG (Union Square Hospitality Group) restaurants. It was a wide-ranging conversation, but it kept coming back to two core things: beauty and utility.
(From the article): If you want a golden rule that will fit everybody, this is it: Have nothing in your houses that you do not know to be useful, or believe to be beautiful.
...Just for today, try applying this principle to the things in your life over which you have some control. How can you make sure that your home, your relationships, your business, and your life contain mostly interactions, circumstances and objects that are both useful and beautiful?
(Great Points in the article): As a Cognitive-Behavior Therapist with more than 15 years of experience, I have found a variety of techniques that I can teach my patients with anxiety disorders such as phobias, panic attacks, or chronic worry. Some are based on changing thoughts, others on changing behavior, and still others involve physiological responses. The more aspects of anxiety I can decrease, the lower the chance of relapse post-therapy. Below are six strategies that you can use to help your anxiety.:
But I’ve also learned that just because things come naturally to me, it’s not always the same for others. I learned this most pointedly with networking. Here are 16 quick, immediate tips to help you become a better networker:
Intellectual health flows from deep curiosity, an adaptive mindset & paradoxical thinking, helping leaders to create dialogue & insight for intelligent change.
(From the Article): Are you deeply curious? Do you respond to challenges with openness? Do you ask powerful questions?
Or do you want just the facts? When challenged, do you defend yourself and attack the other person? Do you have more answers than questions?
I encourage you to cultivate your curiosity as a leader and to promote a spirit of inquiry among those you lead. Make extra effort to explore an issue before deciding. And, when someone disagrees with you, see that as a gift.
I’ve wanted to write an article on perception for a long time, and for a while, until today, the words haven’t come. Today I had a big personal breakthrough when I was able to see something I had long viewed in a certain way, differently.
(From the article): Today I had a big personal breakthrough when I was able to see something I had long viewed in a certain way, differently. I feel differently and I know that my experience, has, and will change. The reason we need to understand the way our perception shapes our world is because if we want to experience something different, the change must come from within.
(From the article): You can tell a lot about a person’s emotional state by looking at their face. A quick glance can give you an idea of whether a person is, say, happy or angry, allowing you to modify your behaviour accordingly.
The rapid and accurate recognition of some emotional states – particularly fear or anger – would have been advantageous in our evolutionary history. For instance, being able to determine when someone is angry with you might give you time to run away before they attack.
For this reason, you might think the way emotions are expressed on the face would be the same across all races and not substantially influenced by culture.
But new research, published in the Proceedings of the National Academy of Sciences by psychologist Rachael Jack and colleagues seems to show this isn’t the case.
(From the article): In any road to becoming an influencer, content will always play a very significant role. Content helps brands and individual publishers communicate and build relationships with their readers, other content publishers and other industry influencers.
History provides us with many examples of leadership. Whether you talk about Churchill, Steve Jobs or Abraham Lincoln, one thing they have in common is the ability and wisdom to adapt to the circumstances while still keeping their eye on the goal. History is also filled with rigid and inflexible types who might not bend, but almost invariably break. However, history doesn’t always tell the full story. This article will show three unlikely people who demonstrated the theory of flexibility in leadership.
Interesting read> (From the article): Leaders in business today mostly don’t have the same obstacles, but they can still learn the lessons from Arnold: adapting to the circumstances, and keeping the long-term goal (winning the war, maximizing employee performance) intact while making sure the little steps (identifying motivational needs, opposing navies) are the focus. Just don’t later turn over secrets.
(From the article): Make cultural fit top experience when hiring. Increasing employee retention will mean improving hiring efforts. Employers should focus their efforts on acquiring candidates who are not just skilled for the position, but are also a strong cultural fit for the company. Behavior-based screening and interviewing will help to make best long-term hires. – Nathan Parcells, InternMatch
Remember when resumes were one-page, black and white documents you handed to someone in person? Well, those days are long gone and if you want to stand out in today’s job market, you need to make sure your resume is both modern and attractive.
In life and in leadership, we are constantly dealing with duality. To learn, we need to be curious. To lead, we need to have followers. To be strong, we need to be vulnerable. To give, we need to receive.
(From the article): If a leader is perceived as seriously deficient in a leadership competency that’s critical to their role, he or she needs to develop that skill. Otherwise this is a “towering weakness” that others can’t see past to his or her strengths.
(From the article): 3. Authentic leaders lead with their heart, not just their minds. They are not afraid to show their emotions, their vulnerability and to connect with their employees. This does not mean authentic leaders are “soft.” In fact communicating in a direct manner is critical to successful outcomes, but it’s done with empathy; directness without empathy is cruel.
A good article on building a winning culture in your organization. I especially thought the fifth point was key:
5. Focus on results and build accountability. A winning culture is not just about setting the right goals and pushing hard toward milestones. It is about measuring performance, learning from mistakes, and holding every stakeholder accountable. Accountability can come in many forms, but in a truly winning culture that has the right people doing the right things, people hold themselves accountable. There is no better system for accountability than that.
When I ask people at what age they feel they were (or are) the sharpest, it is shocking to me that no matter their current age – 20s, 50s, 80s – they always say their peak performance was 10, and often 20, years earlier. It does not have to be that way.
(From the article): If you are a chronic multitasker, there is good news: You are never too old (or too young) to be proactive about brain health and performance. Recent studies provide evidence that adopting healthier thinking habits and improved cognitive strategies can rejuvenate your mind, reversing its clock by decades.
When you train your brain to think more strategically and efficiently, measurable improvements register on the biological level. Our own studies show that after only six hours of training, subjects can experience upsurges in neuron-nourishing blood flow, the genesis of new brain cells, improved communication between regions of the brain and increased white matter growth.
Despite a substantial body of research showing that giving employees more autonomy and control leads to productivity growth, the UK in the last decade has been moving in the opposite direction.
Oxford professor Duncan Gallie and his colleagues found strong evidence of declining ‘task discretion’ and a significant reduction in autonomy in UK jobs.
Similarly, researchers Michael White and Stephen Hill suggest that while employees may have more freedom to decide how they deliver their targets, employers operate more rigorous regimes of accountability through sophisticated performance management systems and extensive surveillance.
Both studies show some workers have less control in their jobs than a decade ago, and that the use of IT in the workplace is one of the key areas for the erosion of autonomy.
(From the article): So technology pulls in two directions – sometimes reducing autonomy, sometimes stimulating creativity. Perhaps in workplaces where there is already a climate of distrust or cynicism, technology will be met with distrust, if the apparent liberty of ‘always-on technology’ leads to the tyranny of ‘always-on work’.
(From the article): When people ask me for tips on personal branding, I often tell them to look towards celebrities who have successfully branded themselves. Below, here are three impressive figures in business with strong personal brands who serve as inspirations.
Imagine for a moment what being in your boss’s shoes would feel like:...
You can be a better employee by taking the time to imagine what it would be like to step into your Boss's shoes.
(From the article): Now take off your boss’s shoes and step back into your own. How can you be a more effective partner with your boss? What gaps can you fill and what actions can you take to address important business issues? Effective communication starts with a step back and then strides forward. The better you can relate to the conditions you and your boss face, the more successful the outcomes will be for your boss, for you, and for the team.