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Publiée le mardi 20 février
Digitization is causing a radical reordering of traditional industry boundaries. What will it take to play offense and defense in tomorrow’s ecosystems?
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Publiée le lundi 19 février
When emotional intelligence first appeared to the masses, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70% of the time. This anomaly threw a massive wrench into what many people had always assumed was the sole source of success—IQ. Decades of research now point to emotional intelligence as the critical factor that sets star performers apart from the rest of the pack. |
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Publiée le dimanche 18 février
Yesterday, I was speaking to Jill (not her real name) who had been on extended sick leave. She was diagnosed with cancer in 2016. She returned to work but was hurt that not one of the Managers called to see how she was doing. Her immediate supervisor would call but quickly cut to the chase, asking her when she was coming back out to work. The cancer is in remission now but Jill said, “I am not going the extra mile like before; they don’t care about me and I don’t care about them!”
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Publiée le samedi 17 février
Remember, strategic planning isn’t just about you. A winning plan also takes time to analyze what your rival might likely do. Yuval Atsmon shows you how to outfox your rivals.
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Publiée le vendredi 16 février
The research is clear: when we choose humble, unassuming people as our leaders, the world around us becomes a better place. rnHumble leaders improve the performance of a company in the long run because they create more collaborative environments. They have a balanced view of themselves – both their virtues and shortcomings – and a strong appreciation of others’ strengths and contributions, while being open to new ideas and feedback. These “unsung heroes” help their believers to build their self-esteem, go beyond their expectations, and create a community that channels individual efforts into an organized group that works for the good of the collective. |
As it turns out, most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.
The return phase presents an opportunity for companies to rethink the employee experience in ways that respect individual differences—home lives, skills and capabilities, mindsets, personal characteristics, and other factors—while also adapting to rapidly changing circumstances. The good news is that with advances in listening techniques, behavioral science, advanced analytics, two-way communication channels, and other technologies, leaders can now address employee experience in a more targeted and dynamic way. While drilling down on which employees need more and varied types of support, they can also tailor actions that create widely shared feelings of well-being and cohesion across the workforce.
