Godfrey Training: Leadership, Teamwork, Collaboration
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Why companies are still designing open plan offices

Why companies are still designing open plan offices | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Employees don’t like them. Research proves they’re ineffective. Why is it taking so long for us to get rid of them?
Donna Godfrey's insight:
Among my clients, the stress of an open office plan has become a prime reason for leaving a job.  And, of course they are telling me this while sitting in their car out in the company's parking lot, because that's the only private place they can find.  A quote from this article says it all:  "For as long as these floor plans have been in vogue, studies have debunked their benefits. Researchers have shown that people in open offices take nearly two-thirds more sick leave and report greater unhappiness, more stress, and less productivity than those with more privacy. A 2018 study by Harvard Business School found that open offices reduce face-to-face interaction by about 70% and increase email and messaging by roughly 50%, shattering the notion that they make workers collaborative.  And yet, the open plan persists–too symbolically powerful (and cheap) for many companies to abandon."
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Impact of Open Offices on Collaboration

Impact of Open Offices on Collaboration | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Organizations’ pursuit of increased workplace collaboration has led managers to transform traditional office spaces into ‘open’, transparency-enhancing architectures with fewer walls, doors and other spatial boundaries, yet there is scant direct empirical research on how human interaction patterns change as a result of these architectural changes. In two intervention-based field studies of corporate headquarters transitioning to more open office spaces, we empirically examined—using digital data from advanced wearable devices and from electronic communication servers—the effect of open office architectures on employees' face-to-face, email and instant messaging (IM) interaction patterns. Contrary to common belief, the volume of face-to-face interaction decreased significantly (approx. 70%) in both cases, with an associated increase in electronic interaction. In short, rather than prompting increasingly vibrant face-to-face collaboration, open architecture appeared to trigger a natural human response to socially withdraw from officemates and interact instead over email and IM. This is the first study to empirically measure both face-to-face and electronic interaction before and after the adoption of open office architecture. The results inform our understanding of the impact on human behaviour of workspaces that trend towards fewer spatial boundaries.

This article is part of the theme issue ‘Interdisciplinary approaches for uncovering the impacts of architecture on collective behaviour’.
Donna Godfrey's insight:
New trend alert:  Striving to add more privacy and assigned work spaces in an open office environment.  Key Insight:  "Contrary to common belief, the volume of face-to-face interaction decreased significantly (approx. 70%) in both cases, with an associated increase in electronic interaction. In short, rather than prompting increasingly vibrant face-to-face collaboration, open architecture appeared to trigger a natural human response to socially withdraw from officemates and interact instead over email and IM."
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What the Psychology of Human Memory Tells Us about How to Learn Better

What the Psychology of Human Memory Tells Us about How to Learn Better | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
What method helps you retain more information — reading, highlighting, or even interrogation? 
Donna Godfrey's insight:
Evidence-based suggestions for improving recall and learning.
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Co-author The Confidence Code: KATTY KAY - Confidence is a Choice - YouTube

Katty Kay, co-author of The Confidence Code, talks about the genetic basis for confidence (or lack thereof) and the choices that lead to a confident approach to work and life.
Donna Godfrey's insight:
An interesting point-of-view regarding confidence:  It's a skill that can be developed.  And like any skill, the more often you use it...the stronger you get.
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13 Habits of Exceptionally Likeable People

13 Habits of Exceptionally Likeable People | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Too many people succumb to the mistaken belief that being likeable comes from natural traits that belong only to a lucky few. Dr. Travis Bradberry explains how being likeable is under your control, and it's a matter of emotional intelligence (EQ).
Donna Godfrey's insight:
Most people underestimate the power of 'Likeability' in business.  It's not based on charisma or flattery.  Likeable people are warm, interesting, and genuine.  And the pairing of high likeability with intelligence is powerful indeed.
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How To Apply The Brain Science Of Resilience To The Classroom

How To Apply The Brain Science Of Resilience To The Classroom | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it

We can all learn something from current work being done with at-risk kids.  Teaching them about neuroplasticity instills the belief that they can become better, smarter, and calmer.

Donna Godfrey's insight:
The big mission: empower children growing up in poverty with the research-based tools to transform their own developing brains. And that means, in part, giving them the understanding that brains can indeed grow, change and heal. This is the term coined by Stanford psychologist Carol Dweck to describe the belief that people can progress and get better through effort, as opposed to "fixed mindset," the belief that ability is innate and unchanging. Experiments show each of these mindsets can become a self-fulfilling prophecy.
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What that Heineken ad can teach you about workplace conflict

What that Heineken ad can teach you about workplace conflict | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Heineken reminds us that while we live in polarizing times, we can take steps towards resolving our conflicts if we just talk to each other.
Donna Godfrey's insight:
This article, and the commercial it is based on, would make a great discussion piece for a team or a leadership group.
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A Farewell to Annual Performance Reviews

A Farewell to Annual Performance Reviews | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
“Getting feedback once a year is totally not serving a purpose. It comes as a verdict, a judgment, whereas the intention here is to be course-correcting, to have coaching throughout the year.”–Anna A. Tavis
Donna Godfrey's insight:
As an Executive Coach, I can attest to the stress on managers as they write annual performance reviews and the drop in motivation that often occurs after folks receive performance reviews.  The shift to more frequent quarterly reviews or project-based reviews may produce better results...the information will certainly be more timely.
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How To Hack Your Brain For Creative Ideas Before You Even Get Out Of Bed

How To Hack Your Brain For Creative Ideas Before You Even Get Out Of Bed | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Your brain emits "theta waves" when you're falling asleep or waking up. Here's how to use them for problem-solving.
Donna Godfrey's insight:
This brief article looks at simple ways to utilize "theta waves" for problem-solving and creativity.  The brief quote below describes the theta wave state and the article offers a simple process for capturing creative ideas in a theta state.

"Individuals who do a lot of freeway driving often get good ideas during those periods when they are in theta . . . This can also occur in the shower or tub or even while shaving or brushing your hair. It is a state where tasks become so automatic that you can mentally disengage from them. The ideation that can take place during the theta state is often free flow and occurs without censorship or guilt. You’re also in theta when you’re falling asleep or waking up and between active alertness and deep dreaming.  During this awakening cycle it is possible for individuals to stay in the theta state for an extended period of say, five to 15 minutes—which would allow them to have a free flow of ideas about yesterday's events or to contemplate the activities of the forthcoming day. This time can be an extremely productive and can be a period of very meaningful and creative mental activity."
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9 Methods For Embracing Uncertainty

9 Methods For Embracing Uncertainty | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Change is a fact of life, especially for entrepreneurs. Here's how to navigate it successfully.
Donna Godfrey's insight:
In this article, the author discusses 9 Leadership Methods for Dealing with Change.  I'm particularly fond on #2:  Invoke the Change Guarantee.
2. The change guarantee This states that, "From this situation, something good will come." Write this down somewhere you will see it often. Write it in your office for others to see. Be obsessed with your attitude, how you show up—especially in the midst of change.
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Millennials -- why are they the worst? | Kelly Williams Brown | TEDxSalem

Kelly is a writer, blogger, reporter, and agency creative living in Portland. She is the author of the bestselling "Adulting: How to Become A Grown-Up i
Donna Godfrey's insight:
Since the last video I uploaded dealt with Gen Z, I thought I should give the Millennials equal time.  This is a great video that may just change the way you look at this generation of young people.
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Shackleton's Way

Shackleton's Way
Antarctic explorer Ernest Shackleton never reached the South Pole. So why is he a legendary model for leadership in our age? Because sometimes, surviving the impossible is success enough.
Donna Godfrey's insight:
I'm currently re-reading one of my favorite books about leadership...Shackleton's Way.  This is an interview with the author of the book.  (A Fast Company 6 Minute Read).  The author summarizes Shackleton's 5 Key Leadership Practices as:

1.  Optimism: Shackleton called optimism "true moral courage."
2.  Communication: Shackleton was a remarkable communicator who made his crew feel part of an inner circle. He treated everyone with equal respect and constantly checked in with his subordinates, joking with them, fine-tuning their duties, and soliciting their opinions on a one-on-one basis.
3.  Flexibility: Shackleton was a constant and meticulous planner, but he never stuck to a plan that wasn't working.
4.  Strong example: "Shackleton never ever asked anyone to do anything that he wouldn't or couldn't do himself,"
5.  Encouraging enjoyment: A huge part of Shackleton's success as a leader came from maintaining morale.

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Good Communication Requires Experimenting with Your Language

Good Communication Requires Experimenting with Your Language | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Changing how you phrase things can pay off.
Donna Godfrey's insight:

Much like the authors of NUDGE: Improving Decisions About Health, Wealth, and Happiness, this article suggests that small changes in the wording of emails, texts, and memos can dramatically improve receiver response.  The author suggests 'experimenting' with different phrases and approaches.  I agree.

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Keys to overcoming corporate tribalism

Keys to overcoming corporate tribalism | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
In the business world, even when we work for the same company, we often find ourselves at cross-purposes with our colleagues
Donna Godfrey's insight:
A strange thing happens every year during the London Marathon. With approximately 40,000 runners participating in the event, crowd control necessitates that there be three different starting points. Just before the three-mile marker, these three routes start to merge onto a single course. As the routes start to converge, many of the runners start to boo participants from a different starting group. The runners are so competitive that their randomly assigned group is enough to evoke an identity. They essentially become red, blue or green tribes and, when meeting people from a different group, they view them as members of one of the other tribes. Booing simply makes sense. In the business world, even when we work for the same company, we often find ourselves at cross-purposes with our colleagues.
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4 Professional Poker Lessons to Help You Think Clearly and Live Wisely | Liv Boeree - YouTube

Donna Godfrey's insight:
Liv Boeree is a professional poker player.  In this video, she shares several common biases that can impact decision-making, including Confirmation Bias and Sunk Cost Bias.  A quick and insightful video that could be used to kick off a number of good team discussions.
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How to read people: 5 secrets backed by research

How to read people: 5 secrets backed by research | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Want to be perceptive like Sherlock Holmes? Here's the basic 101 on how to read people.
Donna Godfrey's insight:
Nice, quick article that reminds us all to pay attention.  Your 'gut' or intuition is more accurate than you think.
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Claire Shipman: Be Biased in Favor of Taking Action - Video

Claire Shipman: Be Biased in Favor of Taking Action - Video | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Author Claire Shipman explains the positive aspects of allowing confidence to grow within yourself. The best way to do this is to erase any fears that keep you from leaping toward professional and personal challenges.
Donna Godfrey's insight:
I often ask my coaching clients, "What are your insecurities?" or "What situations or assignments make you nervous or unsure of yourself?"  It's difficult to grow beyond insecurities if you can't name them.  Once named and placed in the light, you can objectively consider if they are valid weaknesses or simply carry-overs from a younger, less-experienced version of yourself.
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The Art of the Handshake: 8 Dos and Don'ts

Shaking hands seems pretty simple, but there are actually several rules of etiquette that people frequently break.
Donna Godfrey's insight:
Nice, short video.  Share and practice with the young people in your life.  
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To Stay Relevant, Professional Associations Must Rebrand

To Stay Relevant, Professional Associations Must Rebrand | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
...instead of conceiving of themselves as pseudo-clubs with an annual meeting, perhaps associations should consider themselves communities that organize year-round around common values and goals
Donna Godfrey's insight:
A short article for all my Association clients.  Might get the creative juices flowing.
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Here’s how to avoid a United incident at your company

Here’s how to avoid a United incident at your company | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
By now, you’ve seen the footage in two different camera angles. You’ve probably read a couple articles. You watched late night television’s take. You
Donna Godfrey's insight:
There are several great insights in this article.  One of the best is that companies need to hire for 'traits'...not 'skills'.  The author suggests that "traits are far more powerful and important than skills. Traits are who the person is, and who they've almost always been. I like to call it “The 10-Year-Old Rule”. Meaning, if a 10-year-old could have it, then it's probably a trait. If a 10-year-old can't have it, it's probably a skill."  Traits like Empathy, Flexibility, and Strategic Thinking are difficult to teach.  Hiring for those traits might have helped in this situation.
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The Expert (Short Comedy Sketch)

Brilliant, funny, and insightful...  This video will seem all to familiar to many 'experts'.  Highly recommended.

Donna Godfrey's insight:
As a meeting facilitator, I've been in a meeting just like this one more than once.  A meeting where it's clear there are problems with the project, but concerns are overridden, ignored, or squelched in the name of teamwork, 'can-do attitude', or out-right fear of being the one who kills the project.  And that's how catastrophic and expensive mistakes happen.  
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4 Ways Leaders Can Solve and Manage the Toughest Paradoxes - Pivot Leadership

4 Ways Leaders Can Solve and Manage the Toughest Paradoxes - Pivot Leadership | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
Leaders must move beyond approaching paradoxes as if they were puzzles.
Donna Godfrey's insight:
Nearly every business challenge can be classified into two groups—puzzles and paradoxes. While puzzles can be tricky, paradoxes are always complex and multifaceted.  Common paradoxes that my clients deal with include: 'How can we be both Business Focused and Member Focused?', 'How can we balance Collaboration and Competition... both within and outside our organization?' and 'How can be Transparent while maintaining a reasonable level of Confidentiality?'  
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Attitude Reflects Leadership

A clip from "Remember the Titans." Teammates Gerry and Julius have a heart-to-heart discussion. "Don't be selfish." "Speak up for your teammates." But th
Donna Godfrey's insight:
Very brief clip with a powerful message:  Attitude Reflects Leadership.  This is a great clip to open a leadership meeting or launch a conversation about the power of attitude to inspire or deflate your team.  
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Introducing Generation Z

There's much to learn about the incoming workforce, Gen Z! Find out if we know them as well as we think! Check out our full study at
Donna Godfrey's insight:
A 3 minute video that will challenge what you think you know about our youngest generation (Those under 20).  In 5 years, they will make up 10% of our work force, so as business people we need to listen to them.
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Stem vs Steam – Brain | Online Art Education Degree

Stem vs Steam – Brain | Online Art Education Degree | Godfrey Training: Leadership, Teamwork, Collaboration | Scoop.it
From the moment you wake up, you start using both sides of the brain in tandem. Explore this STEM/STEAM infographic.
Donna Godfrey's insight:

Many schools are embracing the need to move from a pure STEM focus to a STEAM focus.  (Science, Technology, Engineering, ARTS, and Math).  Today, we need leaders who can no only 'do Science and Math' but who can 'apply Science and Math in creative and innovative ways'.  

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