The following is a guest piece by Inc. columnist and NYU Adjunct Professor Joshua Spodek.
We’re approaching February and gyms are starting to empty as people drop their resolutions. Maybe you know the pattern: you felt so resolved in December to get fit, start a new venture, or whatever your resolution. For most of us, by Valentines Day that resolve has gone.
We were positive we’d do it this time.
More importantly, what can we do about it?
First, some context. After reading my book, “Leadership Step by Step”, Tanveer noted how New Year’s Day leads people to think about self-improvement and suggested relating it to my chapters on unwanted beliefs and changing them. I love the topic, which is at the core of leading yourself, which helps you lead others.
Next, what do I mean by a belief and how can one be unwanted?
I’m not talking about religious beliefs. I mean the mental models your mind uses to simplify a complex world enough to keep us alive and, hopefully, happy.
You probably know that beliefs influence how you perceive. For example, you feel and react differently when Click here to continue reading »”Stop Unwanted Beliefs From Sabotaging Your Self-Improvement”
The following is a guest post by Dr. George H. Labovitz and Victor Rosansky.
There is much talk today about the need to constantly align and adapt strategy to constantly changing market conditions to insure sustainable competitiveness. How can we get employees comfortable and even welcoming of this never-ending barrage of change?
Sam Walton, founder of Wal-Mart, told us that he wanted the mantra from every employees lips at every store to be, “If we’re not changing today, we are in trouble.” Imagine the impact of that mindset on your organization’s performance.
If people embrace and welcome change they can help drive rapid alignment of the organization’s resources for competitive success. Let’s look at what we mean by alignment and culture’s role in creating a resilient, adaptive, high performing organization.
Alignment is the state in which the key elements of an organization — its people, strategy, customers, and processes — work in concert to serve the primary purpose of the enterprise: increasing value for stakeholders. Whatever the enterprise or its goals, the degree to which those key elements are integrated and work in concert will determine how quickly and successfully it will fulfill its primary purpose.
Think of culture playing the role of greasing the skids making alignment to market conditions faster and smoother. Culture is the “magic sauce” that Click here to continue reading »”Culture – The Secret To Helping Align Organizational Goals”
Over the weekend, I read this article which compiled a list of unusual laws that are found in countries all around the world. Among the various laws that were featured in this piece, there was one in particular that caught my attention – a law found in the city of Monza, Italy which makes it illegal for people to keep goldfish in curved bowls. The rationale behind this law is that because curved glass bends light, the fish would be getting a distorted view of the world around them.
Now there’s little doubt that this is an absurd law, as goldfish lack the knowledge and awareness to comprehend the reality that lies outside of their water-filled habitat, regardless of whether it’s subjected to any visual distortion or not. But this got me thinking about how leaders, on the other hand, are in fact very much susceptible to operating within a distorted reality.
As we all know, there’s much that’s being made about the importance of ‘thinking outside of the box’ in today’s increasingly competitive market. But how many leaders are openly questioning whether they’re thinking about – or even seeing – Click here to continue reading »”Are You Leading From Inside A Fishbowl?”