Everybody loves self-improvement. We want to get smarter, network better, be connected, balance our lives, and so on. That’s why we’re such avid consumers of “top 10” lists of things to do to be a more effective, productive, promotable, mindful — you name it — leader. We read all the lists, but we have trouble sticking to the “easy steps” because while we all want the benefits of change, we rarely ever want to do the hard work of change.
Moving forward is an online resource to teach problem-solving skills to members of the military community. To accomplish this, users navigate through a set of problem-solving exercises. (Defense Department graphic).
Jill Barrett Melnicki's insight:
Leadership is anticipating trends, even in the area of the psyche. What a great new website from DOD - hoping we can get people to actually use it.
Ok, changemakers! Take a look at these 10 reasons, find out which ones apply to your stakeholder and minimize the reality or impression of reality experienced by your stakeholder. And voilà! Less resistance.
Everyone seems to agree that collaboration across functions is critical for major projects and initiatives. The reality, however, is that meshing the skills and resources of different departments, each focused on its own distinct targets, to achieve a larger organizational goal is much easier said than done.
Kenneth Mikkelsen's insight: Manfred Kets de Vries makes a compelling case for integrative thinking as he writes: "Compartmentalisation of opposites can produce a distorted picture of reality and restricts the range of our thoughts and emotions. When we look at a multifaceted situation through a binary lens we are bound to miss essential details. It harms relationships, diminishes our well-being and limits our understanding of the world."
Being humble is not just a virtue, it's an important leadership practice. If you're overly self-promotional and rule your team with an I'm-always-right attitude, chances are your employees will feel alienated, resentful, and unwilling to go the extra mile for you.
A recent study shows that employees who work for humble leaders are more likely to work harder and come up with better ideas.
M.B.A.s may be worse at running big companies than CEOs without advanced degrees.
Jill Barrett Melnicki's insight:
"Executives with no advanced degree must work their way up through a hierarchy that is red in tooth and claw. This Darwinian process probably does better at weeding out good CEOs from bad than any M.B.A. program ever could"
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