Nearly a quarter century ago, at a gathering in Phoenix, Arizona, John W. Gardner delivered a speech that may be one of the most quietly influential speeches in the history of American business — a text that has been photocopied, passed along, underlined, and linked to by senior executives in some of the most important companies and organizations in the world. I wonder, though, how many of these leaders (and the business world more broadly) have truly embraced the lessons he shared that day.
An employer has the right to demand information about an employee’s personal life when there is a chance it may give rise to a potential conflict with the employer’s interests. But a recent Fair Work Commission ruling has taken it a step further, suggesting an employee is obliged to disclose her partner’s relationship with a competitor to the employer.
If you want to know if a fish is bad, look at its head, they say. No role in life is more dependent on success and failure than that of a leader. Some see the pressure that comes with managing others as a burden, others see it as a thrill. [...]
A study shows that working from home can make you happier. Face time at the office, however, has value, too.
Everyone with a job knows how stressful it can be when personal priorities clash with work schedules. The conflict could involve a continuing medical concern, taking care of children or aging parents, or getting enough exercise or running errands. A too-strict schedule combined with too many demands can cause workers to feel that they have let down their companies, their families and themselves.
While writing this post, I had 18 tabs open. I’d like to say they were all for research, although I’m pretty sure one or two slipped down a YouTube wormhole.
Does this sound familiar?
It seems like my multi-tab madness is right in line with the status quo. We all love to have multiple tabs open at once, adding more and more as we find new articles to click and sites to visit. Pretty soon, it’s likely we’ve forgotten what we were online for in the first place.
Ten business-savvy Australians who found success without a degree Business Spectator The 2002 Telstra Young Australian Business Woman of the Year was a broke university dropout before establishing her own real-estate agency in 2001 at the age of 21.
PETER DRUCKER once observed that, “Much of what we call management consists of making it difficult for people to work.” Nine years after the management guru’s death, his remark is truer than ever: employees often have to negotiate a mass of clutter—from bulging inboxes to endless meetings and long lists of objectives to box-tick—before they can focus on their real work. For the past 50 years manufacturers have battled successfully to streamline their factory floors and make them “lean”.
Today, businesses of all types need to do the same in their offices.
If robots can be encoded with artificial, emotional intelligence and it is greater than what you and your team have to offer to guests, you will be out of work. And emotional intelligence in robots is closer than you’d think.
We have to face the fact that most men and women out there in the world of work are more stale than they know, more bored than they would care to admit. Boredom is the secret ailment of large-scale organizations.
When you deliver a presentation, your body language is important for one over-riding reason: it creates an instant visual first impression that answers a big question for your audience: "Can I trust this person?"
Until now, science has not been able to isolate the specific physical cues that could cause us to not be trusted. But thanks to Dr. David DeSteno, a professor of psychology at Northeastern University, we now know what gestures can undermine the perception of our trustworthiness.
Dr. DeSteno devised a study in which participants played a cooperative economic game. Half played face-to-face, and half played over the internet. And those who played face-to-face were videotaped from three camera angles.
People are innately wired to avoid risk. During times of times of change and uncertainty, our risk aversion is amplified. Yet the number one way to gaining competitive edge is by creating a culture where people feel safe and emboldened to innovate and challenge the status quo thinking. The first key to creating a 'culture of courage' is leading from possibility, not probability.
While Richard Branson’s new book, “The Virgin Way” is “about listening, learning, laughing and leading”, applying the BRAVE leadership framework to the book’s ten summary ideas yields highly applicable insights
There are some great insights here. I particularly like this one:
Turn off that laptop and iPhone and get your derrière out there
One of the most ubiquitous aphorisms in business is that the best leaders understand the need to “walk the talk” — that is, their behavior and day-to-day actions have to match the aspirations they have for their colleagues and organization.
But the more time I spend with game-changing innovators and high-performing companies, the more I appreciate the need for leaders to “talk the walk” — that is, to be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win.
The only sustainable form of business leadership is thought leadership. And leaders that think differently about their business invariably talk about it differently as well.
Pope Francis has approval ratings any leader could envy: 88 percent of American Catholics think he's doing a good job, and nearly three quarters of Americans in general view him with favor. What is he doing right?
To answer that question, business author Jeffrey A. Krames examined His Holiness's approach from a leadership perspective, and the result is Lead with Humility: 12 Leadership Lessons from Pope Francis. Though a non-Catholic, Krames was inspired to write about the pontiff because he is the child of Holocaust survivors, he explains. "When I saw Pope Francis, I thought he was the anti-Hitler."
Here are some practices that make Pope Francis so effective--and that any business leader could use:
Wharton School professor Michael Useem scopes out the leadership challenges facing executives today:
Because the world is now more complicated and more uncertain, I think that on top of always having a great vision there will be a premium on thinking strategically and on being able to come back from setbacks, and maybe above all, on being very good at reading the increasingly ambiguous and uncertain universe we operate in.
Companies probably focus too much on the bottom line, too much on meeting quarterly analyst expectations, and this has cost us companies paying attention to what the country needs or what the world needs or certainly what the community requires.