Have you ever responded negatively to a text or a written message?
I have.
Nine times out of ten I’m able to stop myself from responding.
But then there is that odd time where I do respond. I ‘flash’ and although it feels good for about ten seconds I almost always regret it.
Why do we do this?
Professor Steve Peters explained why we do this in ‘The Chimp Paradox’ where he explained about the three parts of the brain.
Building an environment for success
Digital transformation is a buzzword that has increasingly been doing the rounds in business circles. The reality is that almost every true business ‘transformation’ taking place at the moment involves a large amount of digitising a process or stored information. If you’ve still got stacks of paper in filing cabinets, it’s guaranteed you’re not far off from a digital transformation.
The need for culture change
A collective silence about leadership problems that are in plain sight arises when no-one dares to be the one who speaks the truth to the leader. Providing constructive feedback to a narcissistic leader is a courageous move. A common survival strategy for the group of people around such a leader is to stick together, and generally, say 'yes' or nothing at all.
“…in this world, nothing can be said to be certain, except death and taxes.”
The famous quote by Benjamin Franklin has never been truer than today.
As political certainties are turned upside down and surprises come at us from all angles, organisations could add another rare certainty: CHANGE. And change is, err – changing.
Of course, business has always known that change is inevitable. But in the past, most of it happened over time.
One of the things I am enjoying so much about Ray Dalio’s book Principles is that he thinks long-term.
#leadership #development #people #talent #careers #culture
What is the difference between a leader who is a Chess Master and one who is a Gardener?
Recently I shared my six principles of delivering change at pace – in this post, I focus on the second principle – ‘Take a step by step approach’ but what has that got to do with black swans?
What if we’ve got it all wrong? What if in fact it’s not HR that needs to be disrupted, but leadership?
In business and particularly in HR we talk about ‘fit’. The right fit for the role, team fit, cultural fit, it’s all about fit and often as people we expect to fit in or try our best to so that we feel a sense of belonging.
Brené Brown talks repeatedly and more so in her latest book Braving The Wilderness about the differences between belonging and fitting in, and that if we ‘fit’ we lose some of our self, some of our authenticity, because to fit, we have to change who we are at the core.
Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.
Defining ' transformation' in relation to strategies and initiatives