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This HBR acticle about why a GenX CEO hired a millenial to continue his own learning, is fantastic. He states "If I don’t find ways to stay relevant to today’s 20-somethings, I will become a dinosaur in five years, probably less.".
Back in 2013, Google’s People Operations Group conducted a rigorous analysis deemed Project Aristotle to identify what underlying factors led to the most effective Google teams.
There’s a few hours left before 2016 clicks in, and if you’re brave enough, here’s one last leadership challenge for 2015. It’s hard to say how long it will take, an hour, a day, all 110 days and 11 hours that remain of 2015 .. but it will be worth it.
Influential people are quoted all the time and held up as examples of how we can learn from their guidance and achieve success. Steve Jobs is a prime example. This week alone many articles referenced Steve, his style, approach, lessons and words of wisdom.
Another of the great quotes from the Kea World Class New Zealanders day last week, this one from Dr Catherine Mohr:
I was fortunate enough to attend the Kea ‘Inspire’ World Class New Zealanders day in Wellington yesterday and each of the speakers had compelling stories. Woven within each story were some real gems that resonated with me. Over the coming weeks I will share these and expand on them so we can hopefully all learn a little from these amazing people, their challenges and triumphs.
“Judge a man by his questions rather than by his answers.” ― Voltaire
Amid reports, meetings, phone calls, projects and deadlines, taking the time to develop your workforce can be put to the bottom of the list - but doing so is very risky. An engaged workforce is critical to success. Tony Schwartz advises that the single highest driver of engagement, according to a worldwide study conducted by Towers Watson, is whether or not workers feel their managers are genuinely interested in their wellbeing.
Not only do most people fear having to give feedback, often the thought of receiving feedback causes the same response. It's not feedback itself that causes the fear, it's our interpretation of it, which is based on the ingrained stories we tell ourselves.
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