• Seven characteristics of remarkable businesses

    Andy Hanselman | 21 Feb 2020

    What makes a business remarkable? What gets people talking about it and recommending it to others? The simple answer is that they are dramatically and demonstrably different.

    There’s nothing soft about the heart

    Wayne Turmel

    Every animal depends on its heart for its existence. And exactly the same is true of an organization, except that rather than a multi-chambered muscle, an organization relies on leadership, managers and flows of information.

    Learning is a process, not a result

    Duane Dike

    None of us learn to read, ride a bike or pack a suitcase in a day. So understanding that learning is a process, not an event is fundamental to creating learning cultures rather than environments based on rote or blind faith.

    It's not what you know, it's how fast you learn

    Rod Collins

    The secret to market success in a rapidly-changing world has less to do with what you know and much more to do with how fast you learn.

    You may be a workplace hero without realising it

    Nadav Klein

    Heroes come in all shapes and sizes, whether in life or in the workplace. But they all have one thing in common: they don’t see themselves as heroes.

    Financial wellbeing: the next target for workplace disruption?

    David Fairhurst

    Several years ago, I warned about a looming 'workforce cliff' as demand for workers outstrips supply. Now that employers are thinking differently about the experience they are creating, one area which seems ripe for innovation is pay.

    Is paranoia widespread in your firm? You're not alone

    Manfred Kets De Vries

    Trust is a rare commodity in most workplaces. Yet high-trust organisations are more productive, have higher morale and perform better financially. So what can management do to build a more trusting culture?

    From the archive

    Morale: a moving target

    Duane Dike

    What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

    Edward de Bono

    New ideas needed

    Edward de Bono

    The majority organisations do not feel they need new ideas because things are going very well. They could be right. But there are plenty of scenarios where new ideas are vital.

    Janet Howd

    Flat is the new rotund

    Janet Howd

    When I seriously started considering how a flattening global society could possibly work, it dawned on me that mankind has always defined and shared knowledge on a horizontal plane.

    Peter Vajda

    Surviving the holidays

    Peter Vajda

    For many people, the holiday season is a mental, physical and emotional ordeal, not a time of joy and happiness. So I'd like to share some perspectives to support you to create a nurturing holiday experience resulting in peace in body, mind, and spirit.

    Dan Bobinski

    Say "no thanks" to new farm rules

    Dan Bobinski

    Too often, the well-intended efforts of government agencies are vulnerable to the law of unintended consequences. And those include many negative ripple-effects, particularly when safety is concerned..

    Earlier opinion

    Embracing the paradoxes of leadership

    Ella Miron-Spektor

    In today’s organisations, demands, goals and expectations are dynamic, complex and interconnected. That’s why we need to move from an ‘either/or’ to a ‘both/and’ view of priorities.

    How artificial intelligence will transform human thinking

    Rod Collins

    Will AI benefit mankind or could it lead to the end of the human race? A better understanding of the relationship between human thinking and AI may shed some light on this great uncertainty.

    Why business strategy needs to be more than perfume

    Daniel Deneffe

    Many ‘grand’ business strategies are well-packaged and smell great. But what ultimately determines the success of a business isn’t strategy but something much more simple: the choices that customers make to buy or not to buy.

    How to tell if you're mansplaining

    David Livermore

    Are mansplaining and its close cousin, whitesplaining, real things or are they just more pop psychology terms? David Livermore interviews Dr Amy Heaton to find out.

    Getting feedback from a virtual audience

    Wayne Turmel

    Speaking to large groups on-line can be deeply disconcerting. Why? Because even in a lecture-type presentation, you get all kinds of feedback. But doing it virtually feels like you’re talking into a void.

    The new rules for how business works

    Rod Collins

    Whether we like it or not, the digital revolution has completely rewritten the rules of how the world works. And even more disconcertingly for those who want to hold onto the old rules, this revolution is only just getting started.

    Three inconvenient truths about corruption

    Marc Le Menestrel

    Any definition of corruption that does not include your own actions is a self-protective fantasy. So having honest, adult conversations about corruption requires accepting that none of us is ethically pure.

    Faith, trust and teamwork

    Wayne Turmel

    Having faith is a wonderful thing. But today's project and functional teams need to run on trust. Why? Because unlike faith, trust is evidence-based, built on measurable results and can be restored through hard work.

    The powerful drivers and blockers of leadership

    Ian C. Woodward

    Exploring the hidden forces that motivate and hinder you can make you a better leader. And when it comes to self-development, the first challenge anyone faces is deepening their self-awareness.

    Opening the Johari Window

    James M. Kerr

    The Johari Window is a technique that can be used to expose an individual’s blind spots and increase self-discovery. It’s also a useful way to improve team performance and encourage breakthrough thinking.

    Leading organisations as ecosystems (rather than elephants)

    Sharon Olivier

    The world isn't predictable, uniform or controllable. So trying to run organisations via planned, top-down programmes dictated by senior leaders is doomed to failure. Instead, we need to start viewing organisations as living eco systems, rather than some sort of machine.

    Vital lessons from an eight year old

    Wayne Turmel

    The most important business lesson I ever learned, I learned at eight years old. And it’s something that is as relevant to all of us today as it was to me as a kid back then.

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