Can any long-term positive effects arise from these exceedingly constraining conditions? To what extent can this crisis positively impact how individuals and communities function?
[pullquote]WHEN MARISSA MAYER WAS NAMED CEO OF YAHOO, IN JULY 2012, THE MEDIA COULDN’T GET ENOUGH OF HER […]
The definition of business strategy is a long term plan of action designed to achieve a particular goal or set of goals or objectives.
There are three popular explanations for the clear under-representation of women in management, namely: (1) they are not […]
It’s happened to all of us. You have a “come to Jesus” moment and decide you need to […]
In his book, Urban Monk: Exploring Karma, Consciousness, and the Divine, Pandit writes about how he learned to deal with and overcome the loss of his family’s multi-million dollar fortunes that left him and his family with next to nothing.
Emotional Intelligence – EQ – is a relatively recent behavioural model, rising to prominence with Daniel Goleman’s 1995 […]
The problem with this approach is that a decade of research — conducted by us and our colleagues — demonstrates that our intuitions about how to turn money into happiness are misguided at best and dead-wrong at worst. Those televisions, cars, and houses? They have almost no impact on our happiness. The good news is that we now know what kind of spending does enhance our happiness — insight that’s valuable to consumers and companies alike.
And so he got the idea to host a conference where the technology and contemplative communities could hash out the best ways to incorporate these tools into our lives—and keep them from taking over. The event, billed as Wisdom 2.0, was held in April 2010 and drew a couple hundred people.
Ken Blanchard probably did more in his book ‘The One Minute Manager’ then anyone to bring forth the concept of “catch people doing things right”. For some reason many leaders have the mentality that it is their role and duty to catch people doing things wrong. Once this kind of mentality permeates the culture of an organization, the employees become fearful. A swordwieling leader will never get the best from his employees. People may respond short term to this approach, but in the long term they will move on to another job. I ‘m amazed at how many leaders still think they have to be Attila the Hun. It is interesting to note, however, that those individuals who manage by fear are usually the most insecure.
In order to be successful, we need two things: intelligence and sincerity. Intelligence is needed to understand what […]
“To achieve any worthy goal, you must take risks,” says writer and speaker John C. Maxwell. In his book Failing Forward: Turning Mistakes into Stepping Stones for Success, he points to the example of legendary aviator Amelia Earhart, who set several records and achieved many firsts in her lifetime, including being the first female pilot to fly solo over the Atlantic Ocean. Although her final flight proved fateful, Maxwell believes she knew the risk—and that the potential reward was worth it. “[Earhart’s] advice when it came to risk was simple and direct: ‘Decide whether or not the goal is worth the risks involved. If it is, stop worrying.’ ”
However, unloving uncaring methods, which tend to predominate in organisations and to be passed on through successive leadership generations, are not the entire and only way to run a business or organisation.
Such is the case with Thomas Edison, whose most memorable invention was the light bulb, which purportedly took him 1,000 tries before he developed a successful prototype. “How did it feel to fail 1,000 times?” a reporter asked. “I didn’t fail 1,000 times,” Edison responded. “The light bulb was an invention with 1,000 steps.”
Humility is one of those leadership traits you do not see as frequently as you should. Humility is […]
Punk Economics video takes some altitude and looks at the global food economy: where it is now, how we got here – and what we might see in the future. This is vital stuff for all of us – take a look and let me know what you think!
Understanding the long term trends impacting an organisation is one of the keys to reducing uncertainty and helping create robust strategies and resilient organisations. Strategic foresight helps organisations improve the quality of strategic thinking and brings new insights into the planning and budgeting process. Strategic foresight also helps organisations maintain awareness of the trends that have longer term impacts, monitor indicators of the directions of these trends, and focus initiatives on the long range opportunities.