Mindfulness technique: Five steps to enjoying more empathetic and artful conversation.
Conversation in the original Latin had a very broad meaning. It meant something like “living together, having dealings with others,” and it referred to more than just talking. We can learn a lot from connecting to this original bigger sense of the word.
When we're having a real conversation we're actively exchanging—giving and receiving—which begins with truly being together.
We can’t exchange something with someone when they, or we, are not present. We can talk to them, we can talk at them, but we can’t have a conversation.
Un vent de spiritualité souffle sur la Silicon Valley. De plus en plus d’entreprises, comme Google ou Facebook, forment leurs collaborateurs à la méditation et à la pleine conscience. De quoi vraiment changer la donne ?
LE PLUS. La méditation est bien plus qu’une méthode anti-stress permettant d’être plus performant dans son travail. Sébastien Henry, auteur de "Ces décideurs qui méditent et s’engagent. Un pont entre sagesse et business" (Dunod, 2014), explique en quoi c’est avant tout une pratique de sagesse qui invite à l’essentiel, et notamment à repenser son rôle dans la société et son engagement.
Cette méthode, décrite dans son ouvrage “La stratégie de la bienveillance”, peut s’appliquer aussi bien dans le domaine du privé que du public. Je m’attarderai ici sur son application dans l’entreprise, en particulier du point de vue du manager.
The reality is that we—all of us, not just the financial elite—are the collective sleepwalkers. How do we wake up? Why is it that, across so many major systems, we collectively create results that nobody wants? Nobody wants to increase environmental destruction, poverty, cultural ADHD, or suicide. Yet we keep doing it. Why do we collectively recreate these patterns?
Many leaders see their role as directing and giving information, rather than gathering. There is pressure to “come up with the answer” quickly or risk looking weak. Too many new leaders believe they’re expected to know the answer without input or guidance. Nothing could be further from the truth.
We asked prominent Stanford GSB alumni an open-ended question: “What values are important to you in business?” Below you’ll find a combination of personal maxims and principles that may guide your own...
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