Gandhi wisdom: Gandhi showed his wisdom in how he handled people that were difficult. This story is a great lesson for all who deal with difficult people.
When reviewing values, we ask employees to provide a narrative of each of the values they’ve seen in action. Some companies have taken the best of these stories and published them for all the employees; they give a copy to new employees, too, so that they know what it looks like to put these values into behaviors.
Your emotional IQ is determined by the level of your emotional intelligence. It’s a major factor in your personal and professional perceptions and interactions. Find out just how important it really is!
If you are the one driving the organization, limit the hairpin turns in strategy, vision, or mission. Your helmet may be screwed into the car, but your coworkers’ helmets aren’t. Don’t give them whiplash.
Your eye translates signals via rods and cones to the optic nerve. In general, there are far more rods on the periphery of your retina and a much higher concentration of cones in the central fovea. Rods help us detect motion and see in the dark. Cones allow us to see color and have high-resolution […]
Thinking Fast as an Entrepreneur Entrepreneurial leaders are open-minded, energetic, and always questioning. They ask: How can we do it better? Where should we go from here? What is preventing us from taking action, and how can it be overcome? Couldn’t we do this and that? These questions lead to millions of ideas, and entrepreneurial […]
Jobs at risk for automation An Oxford University study conducted by Carl Benedikt Frey and Michael A. Osborne suggests that 47 percent of US jobs are at high risk due to computerization; they could be replaced in the next decade or two. This study was based on a detailed study of 702 occupations, and […]
We shall not cease from exploration And the end of all our exploring Will be to arrive where we started And know the place for the first time. Through the unknown, remembered gate When the last of earth left to discover Is that which was the beginning; At the source of the longest river The […]
In the U.S., we tend to focus heavily on one or the other: deficits or strengths. A child art prodigy may spend her days in the learning center to become an average speller. A standout soccer player may spend so much time playing that sport and traveling to games that he loses his passion for the game and sports in general. We are a culture of excess, and sometimes that excess can take the joy out of a strength or make a weakness feel overwhelming.
Organizational psychologist Chris Argyris, a Harvard professor, uses what he calls the “Ladder of Inference” to explain how we take actions based upon beliefs–and how our beliefs, in turn, lead us to select observational data.
Chances are you won’t have to wring that neck either, since that person will know it is his responsibility to ensure the action is completed on time and well. If he encounters problems along the way, he will be more likely to address them immediately than wait until the reporting date. When its their neck on the line, people tend to take the right and necessary actions.
When death comes like the hungry bear in autumn when death comes and takes all the bright coins from his purse to buy me, and snaps his purse shut; when death comes like the measle-pox; when death comes like an iceberg between the shoulder blades, I want to step through the door full of curiosity, […]
Are you still serving SHIT sandwiches during performance reviews? Or are you providing positive and negative feedback when it is most useful and meaningful? When it happens.
Daniel Kahneman, Nobel Laureate and founder of behavioral economics, says that we have two selves: our experiencing self and our memory self. Our experiencing self likes to be happy in the moment—with people we like, in a comfortable environment, and engaging in fun activities. Our memory self is more interested in goal attainment than comfort and familiarity; it seeks out experiences that make for good, memorable stories.