By Abhijit Bhaduri and Bill Fischer Changing mindsets begins with you! The only mind you can be sure of changing is your own, and the only way that you can demonstrate this mindset change is through your behaviors. If you aspire for your organization to be faster, more innovative, less afraid [...]
Last week I did the keynote on The Future of Work and Organisations at a four-city roadshow for social business consulting firm KINSHIP enterprise, spanning Sydney, Canberra, Melbourne and Brisbane. The slides to my presentation are below, together with an overview of the 7 sections of the keynote. The Future of Work from KINSHIP enterpriseContinue reading How the future of work leads to the future of organisations
Deep-seated fears — of looking ridiculous, losing social status, speaking up, and much, much more — saddle children in the middle school lunchroom, adults on the therapist’s couch, and even, my research has found, executives in the C-Suite. While few executives talk about them, deep and uncontrolled private fears can spur defensive behaviors that undermine how they and their colleagues set and execute company strategy.
While much work remains to close the equality gap for the 800 million Muslim women worldwide, the rates of education and employment for some have increased dramatically in a short span of time. A McKinsey & Company article.
Self-awareness is understanding who we are and how we are similar to or different from others. One key facet is self-knowledge – how we see our various personality traits, values, attitudes, and behaviors. But another aspect is being aware of how consistent (or inconsistent) our self-view is compared to an external appraisal – how other people see us or against objective data. The latter is essential for transforming self-knowledge beyond mere personal introspection into accurate self-awareness.
Many organizations and managers are struggling to stay afloat and aligned in the volatile, uncertain, complex, and ambiguous nature of today’s global business environment. Turbulence—the rapid rate of change—is swirling around many of us, tipping us this way and that as we attempt to navigate a safe passage through it all.1
As an executive educator, I have been watching how companies and employees cope with the dynamism that defines the VUCA world. Over the last few years, I have been offered a unique window on how two different managers attempted to adjust to increasing turbulence in their company’s business environment, with dramatically different results for them and their organization.
Some people line up lunches and coffee dates because they’re in search of a job, venture funding, or clients for their company. But if that’s the reason you’re having a networking meeting, you — and your invitee — aren’t likely to get much satisfaction. As Harvard Business School professor Francesca Gino and her colleagues have noted, “transactional networking” — i.e., “networking with the goal of advancement” — often makes participants feel so bad about themselves, they feel “dirty.”
Josie Gibson's insight:
Great insights from Dorie Clark on building relationships that last.
The human ingenuity within any organisation are it's greatest competitive advantage. Yet according to the latest statistics, over half of todays workers are disengaged . When leaders are committed and actively working to engage, inspire and embolden – they unleash untapped potential and raise the bar not just on productivity, but on the value their organization contributes to all stakeholders.
Charles Handy speaks at Leadership All-Stars in downtown Los Angeles during the Drucker Centennial celebration. Charles is a globally renowned business expert and is often regarded as Britain's greatest management thinker. He has been an executive, a theorist, a management thinker and a student of business all his life.
As I spend a great deal of time every year looking at the latest technological advances for the enterprise, I’ve noticed a trend in recent years that’s long been true but is clearly markedly accelerating. That trend is that technology has officially pulled well ahead of the workplace skills of even the most proactive manager …
A professional bio is something that everyone needs, but not everyone bothers to write one. Or they write one once, and then never update it. Or they wait until a conference organizer asks them to send one in, and just jot down the first few things that occur to them. That’s a pretty big missed opportunity.
at aOn March 1, 2013, I got on a one-way flight to Kathmandu. Over the next few weeks, I crossed the Himalayas at 18,000 feet, got bathed by an elephant, checked Bhutan off my bucket list and learned to ride a scooter in Laos. I’ve traveled to more than 30 countries in the past 10 years alone, often escaping to some really remote places. I’ve also seen my share of 18-hour workdays.
Josie Gibson's insight:
Great article on how to design the work and life that really suits you.
What is your scarcest resource during the work day? Most people answer, without hesitation, that time is their scarcest resource. Well it is certainly finite, but actually I don’t think it’s your most scarce resource. After all, everyone has the same amount of time, and yet individual differences in productivity are enormous. The correct answer is your attention – your personal capacity to attend to the right things for the right length of time.
Josie Gibson's insight:
Excellent piece by Julian Birkinshaw on the challenge of executive life - focus.
Here you'll find a mosaic of meaning and beauty that I hope will allow and foster depth. It is my belief that the more connected one is to his/her core ~ the better one can care for their personal ecosystem....
Most workplaces face constant imperatives for change - from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.
Joan, a senior executive I coached once, had many excellent leadership qualities. She was creative, hardworking, and extremely knowledgeable about her industry. But most people working with or for her also found her impossible to deal with.
Josie Gibson's insight:
Excellent coaching tips from Manfred Kets de Vries.
We are in the midst of a paradigm shift that, at times, can be disconcerting. But if we embrace the new worldview that science gives us, we stand to be far more effective managers. The place to start is with an understanding of three fundamental discoveries about how the brain works.
We all need friends at work. Looking for advice on a project? Want to celebrate a major client win or milestone? Need to vent about how demanding, controlling, unreasonable, ignorant, awful, and stupid the boss is? That’s what friends are for. But if you’ve recently been promoted into your first managerial role, you understand that having close friends at work can also be complicated.
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