Part 1 on Simplifying work for the future introduced the observation from The Economist of two divergent views of reducing complexity—defining new models of organizations versus scaling down into core principles and flexible groups — that I think are really one an the same.
"The State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide report highlights findings from Gallup's ongoing study of workplaces in more than 140 countries from 2011 through 2012. This is a continuation of Gallup's previous report on employee engagement worldwide, which covered data from 2009 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes regional analyses of employee engagement data, country-level insights from Gallup consultants around the globe, a look at the impact of engagement on organizational and individual performance, and information about how companies can accelerate employee engagement."
If you see someone frowning, head bowed, shoulders slumped, it’s a fair bet they’re feeling low in confidence. But which came first: the slumped shoulders or the bad mood? Your body language doesn’t merely reflect your emotions, it’s often the cause.
“One of the greatest moments in anybody’s developing experience is when he no longer tries to hide from himself but determines to get acquainted with himself as he really is.” - Norman Vincent Peale
Robust reflection is a prerequisite to personal and professional development. To produce meaningful reflection, it takes sufficient time and conscious effort. From a leadership perspective, powerful and productive change cannot occur unless preceded by deliberate reflection.