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Quick fixes can lead to great innovations

Max McKeown

Most innovation is quick-and-dirty. But there's nothing wrong with quick fixes - they point to real customer needs much more accurately than focus groups and reflect new tastes and fashions.

Do CEOs deserve their pay?

Manfred Kets De Vries

In order to understand the greed spiral of CEO pay, we need to look at the systemic issues and dynamics that have led to the modern-day ‘cult of the CEO’.

The dawn of the second human epoch

Rod Collins

The great promise of digital transformation, AI and collective intelligence to transform humanity for the better will only be achieved if we remember two fundamental foundational principles.

Relaxing while flying

Duane Dike

Each time I get in a plane, I sit back and relax, because there not much else to do. What I’m getting to here is we have to learn to relax - and also learn how to separate work from non-work.

Beyond coaching psychobabble: let the buyer beware

Manfred Kets De Vries

The advertising pitches of many coaches raise false expectations and seem designed to fool the gullible. Contrary to all the hype, creating meaningful behaviour change is neither easy, fast nor linear.

The invisible woman

Myra White

Visibility is key to building the type of power that leads to top jobs. Men are masters of this visibility, but women are not. So we won't get more women in leadership positions until they start to step out of the shadows and give themselves and their talents a higher profile.

Open questions, open communication

Wayne Turmel

Working remotely, we just don't get any of non-verbal signals we see in a meeting room. That's why asking open questions is one of the most critical skills the manager of a remote team can possess.

Take your team from 'me' to 'we'

Doug Upchurch

Understanding why other people operate the way they do is fundamental to any effective team. That's why one of the keys for teams wanting to unlock their success and come together in pursuit of a shared goal is individual self-awareness.

Passing on the skill of ageing

Janet Howd

Western societies need a new attitude towards ageing. Because if we continue to sideline and box-in people after their so-called retirement, the cost of containment will bankrupt us all.

Seven ways to assess your perspective taking

David Livermore

You can’t motivate people or negotiate effectively without perspective taking - being able to step outside our own experience and consider something from another person’s point of view.

Getting stuck in

Mike France

One of the big advantages of being a smaller, more agile business, is that senior management can get stuck in with their employees during busy periods. So perhaps its time more executives spent less time in the boardroom and more in the dispatch room

An evolutionary leap in human intelligence?

Rod Collins

Digital Transformation is arguably the most far-reaching socio-economic revolution in human history. But most of us remain blind to the real magnitude of the changes this will bring.

Resolutions and the blame game

Peter Vajda

This year, as every year, almost everyone who make New Year's resolutions will have given up or failed by Valentine's Day. And that's because we get stuck in a victim mentality that stops us following through on our intentions.

Is blockchain the future of IT?

Rod Collins

Because it extinguishes the ‘power of one’, blockchain is game-changing systems architecture that looks set to revolutionize the way we build IT systems.

The best gift this Christmas

Wayne Turmel

Want to do something nice for your team this holiday season? How about helping them do nothing at all - or at the very least, a bit less - even if you have to enforce it strenuously.

The theory thing

Duane Dike

Management theories are constantly changing because our business world is in a state of eternal flux. So if business leaders can’t change their ways of thinking, they risk being left behind by the march of history.

Corporate heaven: the authentizotic organisation

Manfred Kets De Vries

We hear a lot about ‘purpose’ and ‘meaning’, but how can we create organisations where people find meaning in, and are captivated by, their work?

A whole new ballgame?

Wayne Turmel

Adopting remote teams might seem like a whole new ball game, but it’s the same game - just played on a slightly different field. The WHAT doesn’t really change, it's the HOW that's different.

Is communication the problem, or teamwork?

James M. Kerr

Sometimes we can get fooled into thinking that poor communication is a problem when it’s really a symptom of something much more profound: poor organizational design that undermines the ability of people to work in teams.

Digital transformation or digital destruction?

Rod Collins

Two fundamental issues need to be addressed if we want to avoid digital transformation going wrong and turning into digital destruction.

The biggest source of conflict on diverse teams

David Livermore

Clashing expectations are the main source of conflict in almost any relationship. And nowhere is that more true than on diverse teams, where intercultural challenges mean that the potential for misalignment is even greater.

And some more

Your team members aren’t pawns in a chess game

Wayne Turmel

Project management and team leadership are often viewed as chess games. But there’s one important difference. Those pieces on the chess board aren’t human. Your team members are - and they need to be treated accordingly.

Intelligence?

Duane Dike

What exactly is intelligence? Is it something measured by an IQ test? Or should we also consider more subtle traits like humor, the ability to figure things out or storytelling?

Getting stuck in

Mike France

One of the big advantages of being a smaller, more agile business, is that senior management can get stuck in with their employees during busy periods. So perhaps its time more executives spent less time in the boardroom and more in the dispatch room

Why the Internet of Things changes everything

Rod Collins

We are on the cusp of the second wave of the digital revolution, one which promises to be far more transformative than the first and which will change the fundamental dynamics of how our social structures work.

Managing time in meetings

Wayne Turmel

Often when running a meeting - be it physical or virtual - we can get so focused on "getting everything done" in the allotted time slot that we forget to focus on what it is we're actually supposed to accomplish.

Preparing teams to lead innovative change

Henrik Bresman

Today’s fast-moving industries demand a new model of organisational change that rejects the top-down, linear process of the past in favour of a more democratised, inclusive and open-ended paradigm.

Hire for how they learn, not what they know

Max McKeown

Learning new things is at the heart of innovation. That's why how a person learns is far more important than what they know. So you need to hire people not for what they know now, but because they can adapt to the future.

The bad influence of aggressive bosses

Manfred Kets De Vries

Identifying with an aggressor is a basic strategy for human survival. But in the workplace, such behaviour is destructive and needs to be called out.

Words of mass disruption

Janet Howd

Unless we can start to discern truth from falsehood, the slow but persistent infiltration of spurious news will inevitably lead humanity down the road of serious physical consequences.

And still more...

Learning is everywhere

Wayne Turmel

What you know now is good for now, but might be completely outdated by tomorrow. This means there's a constant need to learn new things - both formally and - increasingly - informally.

Digital transformation and the power of collective intelligence

Rod Collins

As hierarchies give way to networks in our digital future, we need to understand how collective intelligence works and how to harness it - as well as how to protect ourselves from its dark side.

Old dogs, new ideas

Duane Dike

It's no surprise that beginners learn quickly. But the idea that you can’t teach an old dog new tricks is terribly wrong. The age of that old dog does not determine his or her ability to learn.

Adaptive strain, adaptive change

Peter Vajda

People are often the greatest barrier to change, but without them, change can't happen. So handling the effect that change has on individuals is what really determines its success or failure.

Building trust remotely

Wayne Turmel

Trust is one of the biggest challenges to working remotely. Trusting the people your work with (and for) has never been easy. When you work remotely it's even tougher.

How automation will rescue middle management

Quy Huy

Far from fearing the rise of AI, we should view automation as an opportunity to liberate managers to focus on things that AI can’t emulate - emotion and empathy.

Five simple, curmudgeonly email rules

Wayne Turmel

Many things in life are necessary but annoying - especially email. So here are five simple things everyone can do with their emails that will help make everyone less generally cranky:

Confessions of an ENFP lion-otter hybrid

Wayne Turmel

I have officially taken every personality profile known to man. Other than telling me that I'm an ENFP, Independent-Working Blue-Green Lion-Otter hybrid, the one thing they have in common is unanimous agreement that I DO have a personality.

Employing outsiders: a survival guide

Robert Kelsey

Outsiders can be a manager's worst nightmare. But misfits don't have to be disruptive workplace mavericks. Most are creative, crafty and brave. So rather than try to get rid of them, here’s how to understand what makes them tick and harness their talents.

Charlottesville, Google, and why some need CQ more than others

David Livermore

Cultural intelligence is about how the 7 billion human beings on this planet get along together. So whether it's at home or at work, we all need CQ. But some of us need it much more than others.

Why empathy makes for stronger organisations

Manfred Kets De Vries

The ability of executives to see themselves from the outside and others from the inside, plays an important role in effective team formation.

Horizontal leadership and the spaces in between

Michael Jones

Horizontal leaders don’t just think outside the box, they think outside the building, seeking answers and opportunities in the ill-defined, ambiguous spaces at the boundaries of sectors, disciplines and capabilities.