30 marzo 2016 § Lascia un commento
A great Leader is a person able to sustain the others in order to develop himself, he’s able to develop the company through the development of his/her people.
Be open and honest, in 21th century is the most productive strategy
What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 15 most important leadership competencies from a list of 74. I’ve grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs. While some may not surprise you, they’re all difficult to master, in part because improving them requires acting against our nature.
Demonstrates strong ethics and provides a sense of safety.
This theme combines two of the three most highly rated attributes: “high ethical and moral standards” (67% selected it as one of the most important) and “communicating clear expectations” (56%).
Taken together, these attributes are all about creating a safe and trusting environment. A leader with high ethical standards conveys a commitment to fairness, instilling confidence that both they and their employees will honor the rules of the game. Similarly, when leaders clearly communicate their expectations, they avoid blindsiding people and ensure that everyone is on the same page. In a safe environment employees can relax, invoking the brain’s higher capacity for social engagement, innovation, creativity, and ambition.
Neuroscience corroborates this point. When the amygdala registers a threat to our safety, arteries harden and thicken to handle an increased blood flow to our limbs in preparation for a fight-or-flight response. In this state, we lose access to the social engagement system of the limbic brain and the executive function of the prefrontal cortex, inhibiting creativity and the drive for excellence. From a neuroscience perspective, making sure that people feel safe on a deep level should be job #1 for leaders.
But how? This competency is all about behaving in a way that is consistent with your values. If you find yourself making decisions that feel at odds with your principles or justifying actions in spite of a nagging sense of discomfort, you probably need to reconnect with your core values. I facilitate a simple exercise with my clients called “Deep Fast Forwarding” to help with this. Envision your funeral and what people say about you in a eulogy. Is it what you want to hear? This exercise will give you a clearer sense of what’s important to you, which will then help guide daily decision making.
To increase feelings of safety, work on communicating with the specific intent of making people feel safe. One way to accomplish this is to acknowledge and neutralize feared results or consequences from the outset. I call this “clearing the air.” For example, you might approach a conversation about a project gone wrong by saying, “I’m not trying to blame you. I just want to understand what happened.”
Empowers others to self-organize.
Providing clear direction while allowing employees to organize their own time and work was identified as the next most important leadership competency.
No leader can do everything themselves. Therefore, it’s critical to distribute power throughout the organization and to rely on decision making from those who are closest to the action.
Research has repeatedly shown that empowered teams are more productive and proactive, provide better customer service, and show higher levels of job satisfaction and commitment to their team and organization. And yet many leaders struggle to let people self-organize. They resist because they believe that power is a zero-sum game, they are reluctant to allow others to make mistakes, and they fear facing negative consequences from subordinates’ decisions.
To overcome the fear of relinquishing power, start by increasing awareness of physical tension that arises when you feel your position is being challenged. As discussed above, perceived threats activate a fight, flight, or freeze response in the amygdala. The good news is that we can train our bodies to experience relaxation instead of defensiveness when stress runs high. Try to separate the current situation from the past, share the outcome you fear most with others instead of trying to hold on to control, and remember that giving power up is a great way to increase influence — which builds power over time.
Fosters a sense of connection and belonging.
Leaders who “communicate often and openly” (competency #6) and “create a feeling of succeeding and failing together as a pack” (#8) build a strong foundation for connection.
We are a social species — we want to connect and feel a sense of belonging. From an evolutionary perspective, attachment is important because it improves our chances of survival in a world full of predators. Research suggests that a sense of connection could also impact productivity and emotional well-being. For example, scientists have found that emotions are contagious in the workplace: Employees feel emotionally depleted just by watching unpleasant interactions between coworkers.
From a neuroscience perspective, creating connection is a leader’s second most important job. Once we feel safe (a sensation that is registered in the reptilian brain), we also have to feel cared for (which activates the limbic brain) in order to unleash the full potential of our higher functioning prefrontal cortex.
There are some simple ways to promote belonging among employees: Smile at people, call them by name, and remember their interests and family members’ names. Pay focused attention when speaking to them, and clearly set the tone of the members of your team having each other’s backs. Using a song, motto, symbol, chant, or ritual that uniquely identifies your team can also strengthen this sense of connection.
Shows openness to new ideas and fosters organizational learning.
What do “flexibility to change opinions” (competency #4), “being open to new ideas and approaches” (#7), and “provides safety for trial and error” (#10) have in common? If a leader has these strengths, they encourage learning; if they don’t, they risk stifling it.
Admitting we’re wrong isn’t easy. Once again, the negative effects of stress on brain function are partly to blame — in this case they impede learning. Researchers have found that reduced blood flow to our brains under threat reduces peripheral vision, ostensibly so we can deal with the immediate danger. For instance, they have observed a significant reduction in athletes’ peripheral vision before competition. While tunnel vision helps athletes focus, it closes the rest of us off to new ideas and approaches. Our opinions are more inflexible even when we’re presented with contradicting evidence, which makes learning almost impossible.
To encourage learning among employees, leaders must first ensure that they are open to learning (and changing course) themselves. Try to approach problem-solving discussions without a specific agenda or outcome. Withhold judgment until everyone has spoken, and let people know that all ideas will be considered. A greater diversity of ideas will emerge.
Failure is required for learning, but our relentless pursuit of results can also discourage employees from taking chances. To resolve this conflict, leaders must create a culture that supports risk-taking. One way of doing this is to use controlled experiments — think A/B testing — that allow for small failures and require rapid feedback and correction. This provides a platform for building collective intelligence so that employees learn from each other’s mistakes, too.
“Being committed to my ongoing training” (competency #5) and “helping me grow into a next-generation leader” (#9) make up the final category.
All living organisms have an innate need to leave copies of their genes. They maximize their offspring’s chances of success by nurturing and teaching them. In turn, those on the receiving end feel a sense of gratitude and loyalty. Think of the people to whom you’re most grateful — parents, teachers, friends, mentors. Chances are, they’ve cared for you or taught you something important.
When leaders show a commitment to our growth, the same primal emotions are tapped. Employees are motivated to reciprocate, expressing their gratitude or loyalty by going the extra mile. While managing through fear generates stress, which impairs higher brain function, the quality of work is vastly different when we are compelled by appreciation. If you want to inspire the best from your team, advocate for them, support their training and promotion, and go to bat to sponsor their important projects.
These five areas present significant challenges to leaders due to the natural responses that are hardwired into us. But with deep self-reflection and a shift in perspective (perhaps aided by a coach), there are also enormous opportunities for improving everyone’s performance by focusing on our own.
(thanks to HBR source)
17 marzo 2016 § Lascia un commento
Buongiorno a tutti
Non tutti gli errori sono da considerarsi negativic – alcuni di loro sono in realtà un bene a causa delle opportunità di apprendimento preziose che essi presentano. Dividendo i fallimenti della propria organizzazione in tre categorie vi aiuterà a distinguere i buoni, i fallimenti cattivi, quelle inutili:
Fallimenti evitabili nelle operazioni prevedibili. Questi sono causati da una formazione inadeguata, disattenzione o mancanza di capacità. Sono facili da diagnosticare e risolvere – utilizzando una lista di controllo, per esempio – ma non sono molto utili.
Fallimenti inevitabili nei sistemi complessi. Le piccole battute d’arresto del processo sono inevitabili, così considerandoli fallimenti è controproducente. In genere possono essere evitati seguendo le best practice per la sicurezza e rischio.
Fallimenti intelligenti. Questi possono essere considerati buoni fallimenti in quanto accadono come conseguenza di una innovazione lungimirante. Essi forniscono informazioni preziose che possono aiutare a stare davanti alla concorrenza. Ma possono diventare cattivi errori se l’organizzazione inizia a lavorare ad una scala più ampia di quanto sia necessario.
14 marzo 2016 § Lascia un commento
This article is dedicated to all the people that often flight around the World; everybody know that it’s not easy to” absorb” the Jet Lag and mostly said that “that’s not a common method”, but from my personal experience and from information collect to BIG Corporate, before reading the article from HBR i suggest to follow this indication:
- use the computer of iPad of whatever only if you do not need to sleep, otherwise you’ll cannot sleep or your sleep will be restless
- Drink during the flight at least a glass of water every hour
- Drink a lot of water during the first and the second day
- try to follow the timezone by plan your trip “i need to sleep from … to…” or “i need to develop this job….”
- Develop training (jogging, Yoga…) for the first 2 days in the new time zone
- All the issue previously indicated are to plan in details and you need to follow it if you want to live well from the first minute.
Have a nice reading a let us your feedback
Jet Lag Doesn’t Have to Ruin Your Business Trip
When business is conducted globally, we often have to travel long distances to launch projects, meet with partners, negotiate deals, address crises, manage customer relations, and engage in a variety of other activities on the behalf of our organizations. And if you have to cross time zones, it can wreak havoc on the circadian process that regulates sleep, leaving you feeling tired and groggy just when you need to be your most productive.
It may be tempting to assume that you can tough your way through jetlag. However, this belies the powerful physiological mechanisms at play. The circadian process utilizes a 24-hour clock-like cycle, and conforms to this cycle relatively precisely. On average, the cycle can adjust by about one hour per day(a little less when going East rather than West, as I’ll explain below.) However, when traveling across more than one time zone, the circadian rhythm becomes mismatched with your activity schedule. In other words, you will have a hard time sleeping when you want to sleep and a hard time staying awake when you want to be awake.
The greater the time change, the greater the mismatch. As a result, subjective energy levels suffer, and you’ll also suffer cognitive and performance decrements. So when you’re making difficult decisions during a negotiation in India, you will be cognitively impaired. When you’re trying to develop new customer relations in China, you will be irritable and more easily frustrated. Managing arduous tasks and intercultural interactions are already tricky enough; doing so while in a diminished cognitive state only adds to the difficulty.
Fortunately, the research literaturesuggests some smart strategies for ameliorating these effects. One approach is to at least partially pre-adjust your own activity schedule while you’re still in your home time zone, in order to prepare for the time zone you are traveling to. This is much easier when you are traveling East than West; going to sleep a few hours early is usually very difficult, but staying up a few hours later is typically more feasible. So if you live in New York and have an important trip in San Francisco, moving your bedtime and wake time an hour later each day during the three days leading up to the trip can give you a head start. You can try the same in the opposite direction, but try a smaller change each day (20 minutes instead of an hour). A similar strategy would be to arrive one or more days early in order to give your body more time to adjust to the new time zone.
If this is not feasible, then do your best to help your body adjust to the new time zone as fast as is reasonable. I sleep on the plane if it is at the time of day people would normally be asleep in my destination time zone. If I land in London at 9am local time, but my body is still on Boston time and it feels like 4am, I may be tempted to go to sleep. But a good strategy could be to stay up for the day. Walking outside and exposing yourself to sunlightcan help suppress melatonin production — a key promotor of sleep — minimizing feelings of sleepiness and encouraging your body to shift to the new time zone.
You and Your Team
Take the stress out of your next trip.
If you are trying to sleep in the new time zone, you may want to try the opposite. If I land in New York at 10pm local time and am departing from Seattle, it makes sense to try to get to sleep on the East Coast schedule as soon as is reasonable. Light manipulation can play a role in this process. Blue lightthat’s emitted from your digital devices and most lightbulbs, in particular, suppresses melatonin. That’s why, when I travel, I bring glasses that filter out blue light. I wear them at night a few hours before I want to go to sleep at a local time that is earlier than it would have been in my home time zone. Using this strategy to block blue light from electronic devices and lightbulbs minimizes melatonin inhibition, thus promoting sleep. Some people may choose to take melatonin supplements to help even further.
These strategies can be effective, but will be limited in the degree to which they can move your circadian process in the desired direction. Moreover, for some short trips, you may decide that it is not worth it to get your circadian process in alignment with the local time — especially because you have to go through the difficulties of switching back when you return.
In such cases, there are two strategies left. One is to try to be strategic about your schedule in the new time zone, optimizing your work activities for your own circadian rhythm. To a lesser degree, you may be able to do the same in the new time zone. Find out when your peak periods of energy and alertnesswould be in your home time zone, and try to schedule the most important activities in your temporary time zone to line up with your own energy levels. For example, when I travel from Seattle to Singapore, I try to schedule the most important activity for 8am Singapore time, which is 5pm Seattle time, when I would typically be at a high energy level. Waiting until 3pm in Singapore would feel like midnight to my body, and I know I would be more tired. I may still be working at that time, but hopefully I have switched to less important activities by then.
The last ditch strategy you can use is caffeine. Caffeine masks many of the feelings of sleep deprivation and circadian misalignment — primarily by blocking adenosine signals that tell your body you should be feeling tired. Caffeine does not fully eliminate the effects of jetlag, but it will lower the likelihood that you have to struggle to stay awake when you want to be awake. But beware; not only does caffeine persist in your system long after you drink it, making it harder to fall asleep later, but the more you drink caffeine the more you will come to depend on it.
None of these strategies is ideal. It’s not realistic to assume that you will be able to fully adjust to local time right away, or completely eliminate the effects of circadian misalignment. However, the greater the degree to which you can use these strategies, the more likely you will be able to perform well on your trip. Tilt the odds in your favor as much as you can.
26 febbraio 2016 § Lascia un commento
Often, when i read about reducing stress, work-life balance and all the article and indication about how we can solve this problem are infinitely, but how many person are able to follow this indication?
Frankly speaking i try only when i feel tired, or i’ve some disease, but as i wrote some days ago, we need to push us to maintain this rules in very moment; a good personal life = great performance in work
Thanks to HBR, and have a nice reading
6 Ways Successful People Tackle Stress
If there’s a mental skill to develop over the course of a lifetime, it’s knowing how to deal with stress. Many of us aren’t naturally very good at it, so we tend to buckle under stress, instead of managing it. And since stress is a fairly certain part of life, it’s helpful to be able to cope with it on multiple levels.
For those of us who are not so good at it naturally, here are some strategies that have been shown to help people cope with psychological stress. Making a point of doing as many of these as you can is a good idea. But like any habit, it will take some practice before they become reflexive.
1. Remember life isn’t all about work
“Balance” is a hackneyed phrase, but there’s definitely something to it. People who have blinders on for their work will probably do well professionally – but their lives may be pretty bleak socially or psychologically. And this can reduce your coping reserves.
“If you aim for harmony,” says psychologist Deborah Serani, “your aim is to integrate – or fit – all that matters to you in meaningful ways. So it’s not an either-or way of living, it’s a ‘let’s get the pieces to fit’ way of living.”
So make time to enjoy life: Hobbies, entertainments, volunteering, and, of course, spend time with the people who you’re working so hard for in the first place – your family. All of this is ultimately what makes life fun to live in the first place, with the added benefit of being a huge stress relief. So when stressors pop up, you’re more able to deal with them.
2. Make time to be social, even when you don’t want to be
Even if you don’t feel like being social, get yourself out once a week: Being around people will help your stress level, since we’re fundamentally social creatures and need those ties to keep us sane. Humans don’t function well in isolation, and when stress hits, isolation is even more counterproductive.
“Just about the first thing to go when we are busy or under stress is spending time with good friends,” says psychologist Heidi Reeder. “And yet even a quick hour with a friend, going for a walk or having lunch, can do a great deal for our mental and physical health. It’s like a little vacation that you don’t have to pack or plan for. Successful people know that time with friends is an important investment, particularly during times of stress.”
3. Find a practice to focus your mind
Our minds can be our worst enemies when stress hits, or at any given time, for that matter. So a practice to rein in the “monkey mind” – like meditation or yoga – is smart. Companies like Google, Huffington Post, Target, Aetna, Apple, and Nike all encourage their employees to take time to meditate and/or offer classes. In fact, Google even has its “Jolly Good Fellow” position, filled until recently by Chade-Meng Tan, who taught employees mindfulness-based emotional intelligence, as well as serving as their general guru of well being.
These practices bring us out of the past and future, which we spend most of our time ruminating about, and into the present. Choose a simple meditation to start: Focus on your breath, and when your mind wanders, just note it, and return your focus to your breath, as many times as it takes.
4. Feed your senses
A good way both to de-stress and to stave off stress is to revel in your five senses (within reason, of course). Indulge your inner foodie, drink rich coffee, listen to music that moves you, watch the sunset, feel the grass under your feet, or wrestle with your kid in the snow.
It’s another way of living in the present – but instead of focusing your mind on the present, you’re focusing on amazing sensory experiences of being human.
“Successful and happy people feed their senses,” says Serani, “and as such, they enable more relaxation and ease into their lives. This is sometimes called ‘Subjective Well Being.’ Happy people tend to appreciate the simple or positive moments from ‘flow of life experiences.'”
5. Express gratitude
When things go downhill, finding the things that you are grateful for goes a long way in bringing you down to planet earth. Writing down things you’re grateful for has been shown to be helpful for reducing stress and boosting well being. Even going over in your head, or with your spouse, the things you’re grateful for can put things in perspective, and make stressors seem more manageable.
6. Remember that your worse case scenario may not come true
Finally, keep in mind that your mind creates some dizzyingly imaginative outcomes for problems. Most of these don’t come true, of course, but our minds always feel obliged to work out the worst-case scenarios. So when you find yourself in these times, realize what you’re doing – and remember all the times when you’ve created a catastrophe in your head where there really was none.
24 febbraio 2016 § Lascia un commento
After the reading of this HBR article, something in your like could be change…
About the list of work-balance, i personally answer YES to every single sentences, and this is message to change something in life, because only if your mind are free you can be more productive
Fixing Our Unhealthy Obsession with Work Email
Our dysfunctional relationship with work email has become so normal, I’m not sure most of us can even see it anymore.
Typical is this quote from the recent article, “How Successful People Spend Their Weekends”:
“I never go into the office on weekends,” Spencer says, “but I do check e-mail at night. [Emphasis added.] My weekends are an important time to unplug from the day-to-day and get a chance to think more deeply about my company and my industry. Weekends are a great chance to reflect and be more introspective about bigger issues.”
I don’t think he’s getting the “break” he thinks he’s getting. It’s incongruent to say, “My weekends are an important time to unplug,” while admitting he’s still checking email at least twice on the weekends.
And not even vacations are sacrosanct. Here’s another common piece of advicefrom a different article:
“Put away your devices while you’re on vacation. Designate a couple of consistent times per day, so your team knows when you will be checking in.”
So, in short, put away your devices while you’re on vacation, until you take them out again multiple times a day so that you can work, and apparently vacation activities will need to be scheduled around work check-ins!
Am I Working Too Much?
Work-life balance is different for everyone. But here are some ways to know when your balance is off:
- If you never take vacation, or if you work when you’re on vacation.
- If you’re never away from email for more than six or eight hours at a time.
- If you are generally available to anyone regardless of the day or time.
- If you never shut off your phone, or put it in “Do Not Disturb” mode.
- If you have no hobbies, or if you can’t remember the last time you engaged in your hobby.
- If you usually feel exhausted for no particular reason.
- If you’re always intending to exercise, but you never seem to be able to work it into your schedule.
- If you go to work when you’re sick.
- If you have very few close relationships beyond your immediate family.
- If your partner or child is often annoyed by your relationship with your device.
Make no mistake: comments like these show how entrenched always-on work cultures have become. Researchers now call it “telepressure,” and define it as, “an urge to quickly respond to emails, texts and voicemails – regardless of whatever else is happening or whether one is even ‘at work.’” And such always-on cultures actually sabotage productivity. The research has shown that more downtime correlates to more benefits. Overworked, stressed-out, fearful employees will not be a good source of creative ideas. In this summary of studies for Innovation Management, a Swedish consultancy company, Gaia Grant, author of Who Killed Creativity…and How Can We Get it Back?, writes, “Creative thinking requires a relaxed state, the ability to think through options at a slow pace and the openness to explore different alternatives without fear.” And according to Jen Spencer, founder of The Creative Executive, “play” is an important component in creativity, and if all people do is work, they’re crowding out “play times” that are important to generating innovative ideas. “When we balance work with play, it’s like cross-training our minds and our soul. Play is about enjoyment, relaxation, and recreation, which gives our minds the ability to replenish the resources we need to be strategic, make new connections, and innovate.” Put another way, telepressure and innovation cannot coexist.
The way for both leaders and employees to manage this issue is to recognize this, and also realize that we – each of us — have the final say in what is acceptable.
What Leaders Can Do
If you’re a leader in your organization, your actions influence the culture. If you choose to refrain from sending late-night emails, your employees won’t feel pressured to check their devices. Some messages from the recently released Hillary Clinton emails provide a clear example of how leadership sets the pace of work:
Your staying home tomorrow will make lots of parents at higher levels feel ok about staying home with their kids. I may be one of them! –Staffer to Hillary Clinton
I had gathered that you were thinking possibly of taking off on Dec 21. I would urge you to — for your own sake. The pace is absolutely killing and you deserve it. But it will also mean that a lot of folks who would like to take some time off with their family before Xmas (e.g. moms like me who are necessary to make Xmas happen) would feel much freer to do so. –Staffer to Hillary Clinton Aide Huma Abedin
In addition to keeping their own behaviors in check, another way for leaders to correct this problem is to have a frank discussion about what’s expected of employees. If this discussion leads to the conclusion that constant availability is required to meet the goals of the organization, that’s a corporate issue that needs to be addressed. This may be an acceptable short-term situation, but it’s not sustainable long term.
If the discussion leads to the conclusion that it’s up to employees to set their own boundaries and impose their own limits, then leadership must ensure that the employees have the skills and the tools to do this successfully. Effectively managing all the details of life and work is not a skill taught in schools, and as technology and communication channels proliferate, it’s getting harder and harder. Traditional time management training doesn’t work, so staff development plans need to take these needs into account.
What Employees Can Do
You don’t need to be a leader in your organization to have influence over your downtime. The fact is, your industry shouldn’t dictate your work hours—your goals should. Not everyone aspires to be President of the United States, or even president of the company.
Now, if that type of career path is the one you choose, it’s important to take an honest look at the sacrifices that might be required, and ensure that your personal goals don’t conflict with your professional goals. It may help to realize how you define success: If you work incessantly and meet your professional goals, but you’ve done so at the expense of your personal life, your family, or your mental or physical health…is that the kind of “success” you aspire to?
It may be true that you can’t get to be a Hillary Clinton without working around the clock. But it’s not true that you have to sacrifice your personal life, your health, and your sanity to be successful at a technology consulting company, or a chip manufacturer, or a fashion retailer, or most other industries, despite the pace the job may seem to require.
There are successful entrepreneurs who prove that balance is still possible while growing a business, and others who have proven that while around-the-clock work hours seems necessary in some industries, even there it’s actually only the illusion of working around the clock that’s important.
Question your assumptions about being always available. Naturally, it’s human nature to operate based on assumptions—sometimes assumptions we don’t even realize we’re holding. For example, if everyone at your organization seems to be keeping long hours, you might find yourself doing the same, based on the vague belief that if everyone is doing it, you must “have to.” But there is certainly no hard evidence to support the idea that those who are the most available or work the longest hours are the most successful. Has anyone ever been fired for not responding to emails at 2am? And even in an environment where that may be possible, you still have a choice.
Most leaders know the work is demanding, but depend on employees to be able to impose their own balance. My CEO clients tell me that they expect their employees to understand that regardless of how many hours they work, there will always be more work to do, and the employee is the only one who can set his or her own boundaries.
To be more productive and efficient is to make the best use of the resources available to you. In your quest toward productivity, for yourself or your company, don’t neglect the most important resources, which are neither time nor money, but body and mind. When your work precludes physical and emotional well-being, your pursuit of productivity will be destined to fail. And if conventional wisdom now says that constant work is necessary for professional success, I can’t think of a more important time to buck convention.
8 gennaio 2016 § Lascia un commento
Which the best way to improve your business?
How you develop new contacts?
How you develop your Knowledge?
Several years ago, we have discuss about the matter above and the answer was..create a “place” and a new way to meet persons.
During 2015 we have decide to start to create this “place” and we have create C-level Club;
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C-Level Club is knowledge.
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