Are you feeling uninspired and stuck at work? Perhaps it's the people around you. It's nice to have colleagues who support us and are of like mind – they boost our confidence and allow us to relax. We develop a network of people with whom we like to work because we know their styles and they know ours.
It’s comfortable and expedient and it works.
Healthy conflict, differing perspectives
Unfortunately, that level of comfort can stall the very learning and innovation that can expand our careers and our companies, says Kevin Daum, author of ROAR! Get Heard in the Sales and Marketing Jungle.
Humans tend to model the behavior they see. When leaders appear to be in control, know everything, never doubt, or never ask for help or input, employees think they have to do the same. The behavior they see and deem as acceptable is to be strong, not question, never be wrong, and always know. The opposite behavior is a sign of weakness and is unacceptable
Stress is contagious. Observing another person in a stressful situation can be enough to make our own bodies release the stress hormone cortisol. This is the conclusion reached by scientists involved in a large-scale cooperation project between the departments of Tania Singer at the Max Planck Institute for Cognitive and Brain Sciences in Leipzig andRead More
Good leaders have always stepped out of their comfort zones, but converging global megatrends are putting more pressure on those at the top to navigate a faster, more complex, more integrated, and more transparent business world.
More than we’d probably like to admit so many of our days are spent in a state of self-delusion, an internal monologue of justifying our actions, both good and bad. When we do something wrong, our evolutionary instincts kick in and we do anything we can to not acknowledge the obvious: sometimes, it’s all our fault.
Today, we are in the midst of another fundamental rethinking of what organizations are and for what purpose they exist. If organizations existed in the execution era to create scale and in the expertise era to provide advanced services, today many are looking to organizations to create complete and meaningful experiences.
I would argue that management has entered
a new era of empathy.
This quest for empathy extends to customers, certainly, but also changes the nature of the employment contract, and the value proposition for new employees. We are also grappling with widespread dissatisfaction with the institutions that have been built to date, many of which were designed for the business-as-machine era. They are seen as promoting inequality, pursuing profit at the expense of employees and customers, and being run for the benefit of owners of capital, rather than for a broader set of stakeholders. At this level, too, the challenge to management is to act with greater empathy.
BY Rita Gunther McGrath, a Professor at Columbia Business School, is a globally recognized expert on strategy in uncertain and volatile environments. S
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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.
Taking several timeouts each day, says Elizabeth McFarlane, helps to get the creative juices flowing and encourages her to be more aware of the moment (RT @BH_Retreats: Mindfulness: it's good to be busy doing nothing
Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.
Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.