Having a strategic mindset is the basis of successful leadership, it supplements your hard work with careful attention to strategy. Reflecting on what is working and identifying flaws to optimise along the way – much like an agile process. “Genius is one percent inspiration and ninety nine percent perspiration” Thomas Edison In his article Robson refers to Metacognition as our awareness and understanding of our own thought processes or ‘thinking about thinking’. He provides analysis of a recent paper published by the National Academy of Sciences and explains how having a strategic mindset might be the difference between success and failure. To assess your strategic mindset Chen and the authors of the paper put together a short questionnaire, simply rate the questions below on a scale of 1 for never and 5 for all the time. The higher your score the more likely you have a strategic mindset. When you
Synopsis of an article from SmartBrief by Susan Fowler, Published 6th July 2020 Susan uses the 1972 study into delayed gratification otherwise known as the ‘Marshmallow Study‘ where four year old children were asked to wait 15 minutes to eat a marshmallow, if they waited they got a second marshmallow. The concept of self discipline, the researchers went back to the same children 15 years later (now 18 or 19 years old). It is amusing to watch the video. “Children who had been able to delay their gratification for the marshmallow the longest — those with the greatest degree of self-regulation — had higher life-measure scores. Researchers postulated that children with high-quality self-regulation had greater later-life success.” Lessons Learned There is greater self regulation in the environments where promises are kept, because there is greater trust that the delayed gratification will be rewarded. Optimal motivation comes from our lived experiences,
Synopis of an article from Forbes by Kathy Caprino, published 28th June 2020 Kathy explains that she has found many of the professionals that she is connected with are using this ‘unprecedented time’ to reset and consider how to get back to the career that they are really seeking out. Many people are “realising that no job or career is truly safe and secure”, so why not use this time to get on with doing something you really love. She provides four steps: 1. Stop focusing only on applying onlineYou have probably heard that more than 80% of jobs are not found online many of those jobs are not listed anywhere, so don’t expect that you will find those great jobs just by applying to what you see online. Effective and Powerful Networking are required to bring yourself to market, and that means connecting with and cultivating relationships with the
Twenty five years ago I almost ended up working with the Danish Wunderkind Martin Lindstrom (at the beginning of the dotcom bubble) in what was one of the first Digital Agencies, but I ended up taking a different path. Today Martin is recognised as a global leader in Digital Brand Marketing, with numerous books to his name, he is a regular columnist with Fast Company, Time Magazine and Harvard Business Review. This is a synopsis of an article on LinkedIn by Matin Lindstrom published 25th June 2020. With approximately 100 million users now logging into MSFT Teams every day (and many more on Zoom) the consideration that this way of working from home is the new normal has reached leaders at all levels of organisations around the world. Microsoft however, had been through the same experience four years ago, and the biggest issue was the loss of corporate culture. A
Synopsis from an article ‘Is this the Secret of Smart Leadership’ from BBC Worklife by David Robson, Published 1st June 2020 In this article David Robson argues that humility is the greatest of all virtues and that recent research identified that people with greater humility are often better learners, decision makers and problem solvers. “The latest findings suggest that the trait is especially important for leaders, with evidence that displays of humility can improve strategic thinking and boost the performance of colleagues across an organisation.“ You need confidence to be humblea study by Organisational Psychologist Bradley Owens identified that intellectual humility can boost learning and many other measures of successful thinking. The ability for greater reflection tends to lead to being less susceptible to cognitive bias and misinformation, which suggests that humility could influence and have a positive effect on decision making. Avoiding Group ThinkThe research shows that “a leaders
Synopsis of article from Forbes by Tony Ewing Published 14th June 2020 Tony explores personal experience of people he knows who were recently fired, he reflected that these people are some of his smartest friends and they were working for businesses that had plenty of funding (in fact many also had government bailouts). So why were they targeted? In this article he explores five possible reasons using behavioural science. “Barring a complete corporate collapse, smart and competent people should never get fired.“ Some bosses mass fire out of fearwhen the going gets tough it is very easy to get caught up in a negative bias that anchors them to the worst outcome. In this scenario preparing for the worst actually creates tunnel vision and paralysis. Some bosses become slave to the CFO’s budget and many CFO’s hold the mindset that cutting heads is the most effective way to cut costs.
Synopsis of an Article from HBR by Maura Thomas, Published 14th May 2020 Maura Thomas is an award-winning international speaker and trainer on individual and corporate productivity, attention management and work-life balance. Synopsis: Remote work in the current world (affected by the COVID-19 pandemic) naturally leads to flexi time. Different employees will get work done at different hours, some will need to work around having children at home others will work longer hours. The downside of the ‘always-on’ environment is that it drives burn out and once this way of working is established in company culture its very difficult to change and reset later on. This article goes on to explain that you should ‘address the problem head-on’ make it clear on the workday expectations of employees and what is definitely not expected. Further provide clear guidelines about which communication channels to be used for which situations. Email should never
Article from KelloggInsight by Mark Zarefsky based on insights from Carter Cast, Published 7th November 2018 Cast, the author of The Right (and Wrong) Stuff: How Brilliant Careers Are Made—and Unmade, refers to people who have become complacent and resistant to change as “Version 1.0” employees who tend to lack curiosity, avoid taking risks, and want things to stay the same. Indeed, in the modern work environment, failure to adapt can be lethal. “You have to find ways to stay fresh, especially in this day and age with the massive rate of change in technology,” Cast says. “Disruption is everywhere.” So what steps can you take to keep Version 1.0 tendencies from interfering with your career progress? Cast offers five tips. Understand the New Job – its important to remember that what worked in your old job and got you promoted is not a guaranteed success formula for the new job.
Article from LinkedIn by Natalie MacDonald, Published 21st May 2020 On this episode of the LinkedIn Video Together In Business, Insurtech founder Ben Webster, Inspiring Rare Birds CEO Jo Burston and COSBOA chief Peter Strong join Natalie to talk about managing and supporting teams during the crisis. Together they covered: Tools for maintaining and building culture How to approach letting people go The benefits of honest and transparent communication, and making teams feel like part of the conversation How to talk to workers about heading back to the office Skip straight to watching the video on the link below. https://www.linkedin.com/video/embed/live/urn:li:activity:6669054004816818176 Originally published here: https://www.linkedin.com/pulse/food-thought-leadership-crisis-times-natalie-macdonald/
Increasing organisational resilience in the face of CoVID-19. A perspectives piece from Deloitte providing insights for organisations to explore new ways of working. The Deloitte team describe a series of actions that organisations can take to enable resilience and maintain virtual business operations. Firstly respond to the virus. This requires two approaches, a Human Centred Response and a Organisational Preparedness response.Human Centred is to engage with stakeholders creating tailored solutions that meet specific needs of each impacted group. Promote virtual work, use tools that support collaboration productivity and culture continuity. Own the narrative through strong and consistent communication. Increase support for help desks, that help those with different levels of digital fluency. Drive customer communications, create or enhance customer support channels to manage and overcome potential temporary disruptions. Organisational Preparedness (or Crisis Management) should Institute a Central Response Team, Monitor Regulatory and Health Updates, Assess Market and Financial Impacts and