Many of us have chafed from time to time under an “I’ll tell you what to do” boss—a boss that commands you rather than allowing you to learn and develop yourself. These bosses are what I call “level 1 leaders.” The good ideas, passion, and enthusiasm we naturally bring to our profession get sapped. Frustration mounts. Eventually we just want to move on. In an April 2015 Gallup survey, 50 percent of the respondents stated that they left their job to get away from their manager.
The company I co-founded is now ten years old. While we’re an investment firm, many of the things I’ve learned as CEO transcend any particular industry. In looking back over the years, there are some things that I expected to be tough, and they have been. But there have also been surprises.
Appreciative Inquiry (AI) is a change methodology grounded in theories from the disciplines of organization behavior and the sciences of sociology and psychology, with a good dose of metaphyics. Those of us who practice AI refer to it as both a way of being and doing.
What if what you know didn’t matter anymore? What if knowledge became a commodity? What if everyone could be an expert? Far-fetched, you think? Well, in fact, the “what if” is no longer speculative; it is here already.
We’ve all been there. You try to focus on a task and soon you’re looking out the window, wondering about dinner, analyzing your golf game, fantasizing about your lover. How did your mind end up in Cancun, when you were supposed to be thinking about first-quarter strategy?
The dark side represents the toxic assets of our personality. You can certainly turn them into career weapons, but the group will generally lose the more you win. Furthermore, when the primary goal is to ensure that a group or organization outperforms its rivals, it will be generally advantageous to minimize the incidence of dark triad leaders. Personality is an important career lubricant, but dark-triad traits are effective at the individual rather than group level.
The human brain is capable of 1016 processes per second, which makes it far more powerful than any computer currently in existence. But that doesn't mean our brains don't have major limitations. The lowly calculator can do math thousands of times better than we can, and our memories are often less than useless — plus, we're subject to cognitive biases, those annoying glitches in our thinking that cause us to make questionable decisions and reach erroneous conclusions. Here are a dozen of the mos
Leadership is the willingness to move in a different direction than others. If we want to lead, then the real question — for you and me — is how can we resist the pull of conformity and stand courageously in truth and right? How can we live the values that make us and our colleagues trustworthy?
If you want to understand the difference between a network and a community, ask your Facebook friends to help paint your house.
Social media certainly connects us to whoever is on the other end of the line, and so extends our social networks in amazing ways. But this can come at the expense of deeper personal relationships. When it feels like we’re up-to-date on our friends’ lives through Facebook or Instagram, we may become less likely to call them, much less meet up. Networks connect; communities care.
There are plenty of good tribal leaders already. We need more civilized leaders instead. And come to think of it, what we really need is not more leadership as much as more fellowship. The sentiment, that is, of sharing a common predicament even if we don’t share the same history, experience, or fate. A sentiment most necessary precisely when fragmentation and fundamentalism are far more common. Fellowship is an antidote to both,
Virtually every leader wishes they had the power to inspire people to change. That’s because every leader has experienced times when they have identified a change that had to be made, devised a great strategy for making it happen, but then struggled to get people moving in the new direction.
A recent article in The Economist quotes Bill Gates as saying at least a dozen job types will be taken over by robots and automation in the next two decades, and these jobs cover both high-paying and low-skilled workers. Some of the positions he mentioned were commercial pilots, legal work, technical writing, telemarketers, accountants, retail workers, and real estate sales agents.
Indeed, as I’ve predicted before, by 2030 over 2 billion jobs will disappear. Again, this is not a doom and gloom prediction, rather a wakeup call for the world.
If you believe that you can harness empathy and make choices about when to experience it versus when not to, it adds a layer of responsibility to how you engage with other people. If you feel like you're powerless to control your empathy, you might be satisfied with whatever biases and limits you have on it. You might be okay with not caring about someone just because they're different from you. I want people to not feel safe empathizing in the way that they always have. I want them to understand that they're doing something deliberate when they connect with someone, and I want them to own that responsibility.
Josie Gibson's insight:
Excellent post - thanks to Dionne Lew for highlighting.
People often like to groan about how their job is "killing" them. Tragically, for some groups of people in the U.S., that statement appears to be true. A new study by researchers at Harvard and Stanford has quantified just how much a stressful workplace may be shaving off of Americans' life spans. It suggests that the amount of life lost to stress varies significantly for people of different races, educational levels and genders, and ranges up to nearly three years of life lost for some groups.
We often emphasize the importance of identifying and playing to our strengths. One of my favorite pieces of advice on this score is Marcus Buckingham’s explanation that “strengths clamor for your attention in the most basic way, [and] using them makes you feel strong–invigorated, inquisitive, successful.”
At some point in your professional life, you’ve probably felt like a fraud. Maybe you were praised for something you thought wasn’t worthy of the accolades, or you maybe you were recognized in front of peers but felt unworthy, certain you’d soon be exposed as undeserving of the attention. You’re not alone.
At some conferences, you have a clear networking agenda. There’s a list of people you’d like to meet, and it’s frustrating when someone attaches themselves to you and won’t let you move on. Other times, though, you may be the one who’s unsure of yourself. Perhaps you don’t know anyone there, or you’re in a new company or industry and don’t know whom you'd like to connect with.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.