Articles

This article speaks about what it means to be a “sage” and the fundamental steps successful executives can practice to self-development such as “reflect on your performance” and “know your joys and passions”. Webster’s Dictionary defines a “sage” as one who is wise through reflection and experience. In ancient cultures, a group’s sages were those who had experienced rich lives and were thoughtful about what they had learned through these experience. In contemporary times, groundbreaking research by the Center for Creative Leadership in the late 1980’s found that successful executives were those who had benefited from the “lessons of experience.”

“A workplace lives and dies on the synergy and cooperation of its employees. A cooperative, functioning team leads to increased productivity, more efficient problem solving and a fairer distribution of responsibilities.” The article talks about the qualities of frankness and honesty as well as empowering and encouraging your team.

“The desire to avoid conflict is understandable, but it’s one of the most debilitating factors in organizational life. Lack of candor contributes to longer cycles times, slow decision making, and unnecessarily iterative discussions.” Insightful advice can be found in the article based on 50 large companies over the past three years that speaks about candor and criticism in positive light.

“While teamwork does offer a variety of advantages, there are also some potential disadvantages you should be aware of when implementing a team concept in your workplace.” The article points out aspects to look out for such as conflict and unequal participation.

“Remember, cross-training isn’t about having employees teach others about all of their finer responsibilities but rather is about concentrating on the most critical components of their work. At the same time, you’re building stronger teams, because people who understand the unique pressures and challenges faced by colleagues are more likely to be supportive and work together more effectively than those not cross-trained.” The article presents the basics to begin a cross-training process.

“Various studies have shown that it is more difficult to get virtual teams to bond, harder for informal leaders to emerge, tougher to create genuine dialogue, and easier for misunderstandings to escalate.” Through this article you will find ways to help to make virtual teams successful.

“In an age where all of us are communicating more and more through electronic devices instead of actual conversation, teamwork suffers”. The late Steve Jobs and research study from MIT share the same finding of the group dynamics high performing teams share. The article will discuss those key points.

“A Harvard University study shows that 15% of the reason a person get a job, keeps a job or advances in a job is related to technical skills and job knowledge… 85% has to do with people skills. This article provides some conversation skills; like self-introductions; remembering names; the use of open-ended questions and exit strategies to help with your people skills as you are “working the room” through networking.

“Talking politics can be dangerous business. This is particularly true in the workplace, where discussing politics can be disruptive or even divisive. The two school of thoughts are…” the company should get right out in front of the potential problem and declare that its workplace will not discuss politics. The other says to accept that political discussions at work are likely to occur and equip employees to have such conversations tactfully. The article explains the psychological effects of such political discussions on the workplace environment.

“Whether you’re networking in all-woman or mixed groups, there will always be a certain degree of discomfort approaching strangers, particularly when we feel as if we’re seeking admittance to a land we may have left months or years ago – the land of the employed. Professional, technical and managerial workers, for instance, (according to one university study) were found to be twice as likely to learn about a new job opportunity from a weak tie than from a strong one.” The article suggests tips when you are approaching those who are second and third degree distance from you.