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Collaboration taps in to a broader pool of ideas. It maximizes the talents and abilities of your people. An inclusive culture is more flexible and adaptable. People are highly motivated, work harder and are more creative. However, collaboration isn’t something you can put on. For it to work you have to believe in it. You can’t order it. Collaboration begins at the top. If leaders model it, others will too. Collaboration isn’t technique. It’s culture. If a leader believes that everything rises and falls on their talent and ability, and resources are for their sole use, collaboration is DOA. Moreover, it severely limits the organization. Ron Ricci and Carl Wiese report in The Collaboration Imperative, that there are four leadership traits of highly collaborative leaders: They focus on authentic leadership and eschew passive aggressiveness. Leaders do what they say they will do and don’t take disagreements personally.They relentlessly pursue transparent decision making. “There’s a direct relationship between the agility and resilience of a team and the transparency of its decision-making process. When you’re open and transparent about the answers to three questions — who made the decision, who is accountable for the outcomes of the decision, and is that accountability real — people in organizations spend far less time questioning how or why a decision was made.” Being mysterious about decisions doesn’t make a leader more powerful. It is an illusion.They view resources as instruments of action, not as possessions. Collaboration is attainable only if you are willing to share resources as well. “The more transparent the environment, the more willing leaders will be to share resources in support of the shared goals of the entire business, and the harder it will be for resisters to hoard them.”They codify the relationship between decision rights, accountability and rewards. When collaborative behaviors are “codified into an end-to-end system across your organization, the greater the odds of collaboration succeeding when you’re not there to reinforce cultural norms. As you define the decision paths of your organization and build a common vocabulary to make those decision paths as transparent as possible, take the time to establish clear parameters. Who gets to make decisions? Are all decisions tied to funding? These are the types of questions to which everyone must know the answers.”
The Big 4 energy blocks: Limiting beliefs, Assumptions, Interpretations and Fear (called as well Inner Critic, Gremlin, Saboteur) keep you stuck and prevent you from achieving what you want to in your life.
Via Belinda MJ.B, David Hain
I remember with crystal clear clarity (not to mention joy and gratitude) the year I quit guilt. I gave it up cold turkey. And my life changed drastically. Years of beating myself up for my shortcomings, mistakes, and failures were erased in the moment I fully understood just how useless guilt is.
What IS Guilt?
Guilt is an emotion that occurs when a person believes that they have violated a moral standard.”
To understand where your guilt comes from, you must first revisit your personal values and core beliefs. You may be holding on to outdated programs that no longer serve you as an adult. You may be giving your power away to a belief system that no longer applies to your life. You need to identify who and what defined the moral standards you believe apply to you, as well as what constitutes a violation.
Via Janet Louise Stephenson, David Hain
Money is not the best motivator....While people expect fair pay for their services, we all know that money isn't king. Nevertheless, when it comes to business we all too often act as if it were. We think purely in terms of salaries, bonuses, and people's positions on the org chart. While we pay lip-service to the idea that people may have non-financial motivation for their work — acknowledgement, appreciation, pride in accomplishment, enjoyment and so forth — we spend all our time working out how to incentivize our workforce with financial rewards.......
Everyone has within them the desire and the means to make life a masterpiece, it maybe hidden in the recesses of their soul or buried amongst the pain of living an existence but it is there waiting to be discovered. The challenge for a lot of people is that they prefer security over the unknown and would rather be bored to death turning up each day to a job they hate and working with people they quite often dislike. The sad truth is that most people go to their grave without their song ever being sung.The reality is that you can create a life you dream and love if you have the courage to make some key decisions and take some initial steps on that journey..... Read more at http://www.jeffbullas.com/2010/11/22/10-secrets-to-being-insanely-successful/#vkgGfimQgKyEmke1.99
Welcome to the second full week of our special blog series, “Winning through Engagement.” We start the week with the conclusion to Josh Allan Dykstra’s post on making work environ...
When Don Norman’s 2005 book, Emotional Design, [1] hit the shelves in early 2004, it sent a ripple through the user experience world. Norman introduced the idea that product design should address three different levels of cognitive and emotional processing: visceral, behavioral, and reflective. This idea seemed like old news to some and a revelation to others in the UX community. In either case, Norman’s ideas, based on years of cognitive research, provide an articulated structure for modeling user responses to product and brand and a rational context for many intuitions long held by professional designers. Norman’s three levels of cognitive processing are......
Most people are born creative. As children, we revel in imaginary play, ask outlandish questions, draw blobs and call them dinosaurs.
Via David Hain
Technology Innovation In Business #INFOGRAPHIC #sm #socialmedia #redessociales
En algunos países el desarrollo del talento es una relativa prioridad, para algunos organismos una absoluta prioridad. A nadie se le escapa a estas alturas que el capital humano es el recurso más valioso de cualquier país. Pero si es así, ¿cómo es que en algunos países nos lo tomamos a oficio de inventario?
Hay dos datos que retratan enseguida la situación y actitud de un sistema educativo y social respecto al desarrollo del talento de sus escolares o ciudadanos. Uno, ¿existen medidas de identificación proactivas, periódicas y sistemáticas establecidas para detectar el potencial o capacidades de los escolares?, dos, ¿hay planes o indicadores que permitan suponer que la escuela contempla y tiene en cuenta en su desarrollo curricular las diferencias de capacidad de sus escolares?
Si la respuesta a estas dos preguntas es que no, la ecuación está resuelta. Si se responde que sí a la primera y que no a la segunda, es decir que hay detección del potencial pero no medidas de atención diferenciada, la respuesta sería: ¿entonces para qué se identifica? Si la respuesta a la primera es que no, pero que sí se diferencia, la pregunta es, ¿basándose en qué se produce la diferenciación? En un sistema sensato que realmente se preocupa del óptimo desarrollo de sus ciudadanos -imperativo legal dicho sea de paso- no cabe más que responder que sí a las dos preguntas. Todo lo demás son pamplinas... o mejor dicho, todo lo demás es un eficaz modo de desperdiciar la capacidad de quien la tiene y, en un grado u otro, todos la tienen.
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source credit: geniusbeauty.com
People in our workforces are under serious strain. They are constantly being asked to do more with less.
Something that happens in the workplace is that people tend to take on leadership skills of the boss. Six leadership styles you don't want to emulate.
Via Morag Barrett, David Hain
Are you ready to reveal the REAL you? (Why settle for a ripple when you can make a wave?
Via Glen Bacarro, David Hain
We live in one of the most exciting times in the world's history where you can build a personal brand faster and broader than anyone has even imagined.
We’re digging this post! CEO and author Ed Muzio gives us some great insights and immediate applicability to our work. Doesn’t matter if you’re a manager or an individual contribu... "They stumble through their management careers under the misconception that if the employees aren’t happy, it’s the employees’ problem." Connect with Ed Ed Muzio is CEO of Group Harmonics (http://www.groupharmonics.com/) and author of the award winning books Make Work Great and Four Secrets to Liking Your Work. Best known for his whiteboard videos, Ed is a leader in the application of analytical models to enhance group effectiveness. Featured in international media including Fox, CBS, BNET, and The New York Post, Ed serves as an advisor and educator to workers at all levels in companies worldwide.
The engagement blog series keeps on rolling. Today Josh Allan Dykstra steps up to the conversation and explores one of Shawn’s favorite topics – work as a source of joy. Josh ties it to... Josh Allan Dykstra is a consultant/author/speaker and co-founder of Strengths Doctors, a consulting firm which helps leaders and entrepreneurs design energizing company culture. His eclectic background spans Fortune 500 companies like Apple, Starbucks, Genentech, Sony, and Viacom/CBS to startups, nonprofits, universities, and government agencies. He holds an MBA in Executive Leadership from the University of Nebraska-Lincoln, and his new book about the changing world of work, Igniting the Invisible Tribe: Designing An Organization That Doesn’t Suck, is available now. Connect with him online at http://joshallan.com.
What is it that makes us happy? We’re told that money that doesn’t buy it, or success, or even love. Can happiness be created, or must it be discovered? Does the path to a happy life require certain ingredients—self-discovery, confidence, a loving group of family and friends, spiritual guidance, the opportunity to fulfill one’s dreams—or can anyone be truly “happy?”
Via Bill Palladino - Krios, David Hain
Holmes takes an imaginative leap, not only into another human mind, but into the mind of an animal. This perspective-taking, being able to see the world from the point of view of another, is one of the central elements of empathy, and Holmes raises it to the status of an art. Usually, when we think of empathy, it evokes feelings of warmth and comfort, of being intrinsically an emotional phenomenon. But perhaps our very idea of empathy is flawed. The worth of empathy might lie as much in the ‘value of imagination’ that Holmes employs as it does in the mere feeling of vicarious emotion. Perhaps that cold rationalist Sherlock Holmes can help us reconsider our preconceptions about what empathy is and what it does.
Via Edwin Rutsch, David Hain
Con 5 millones de españoles buscando trabajo, el currículum vítae es una de las grandes armas que existen para conseguir empleo.
Via Carmen
La motivación laboral y la motivación en nuestra vida, la felicidad, cada vez se relacionan más. Detrás de cualquier decisión empresarial, detrás de cada comportamiento profesional hay deseos, aspiraciones, pasiones y conflictos humanos relacionados con nuestra felicidad, frustración y formas de funcionamiento cerebral. Hay principios de actuación, principios psicológicos básicos, que nos pueden ayudar a obtener más motivación, y por qué no, la felicidad de las personas, veamos alguno de ellos. [...]
Here are a few lessons Gaius Julius Caesar might have taught us were he alive today. He ultimately met a pretty brutal end, but until that point, the guy was so successful that his last name becam...
Via David Hain
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