Daniel Goleman became well-known through his book Emotional Intelligence (EI) in the mid 1990’s. There he explored the impact and importance of emotions and – later on – their influence on leadership. In his subsequent book “Social Intelligence”, he took us on a tour of major developments in neuroscience since EI that show us how …
Values represent deeply held beliefs and show facets of identity. It’s not possible not to have them, it’s very possible not to be aware of them! They impact our health: positively, when we can live and work in alignment with our values. Negatively, when we are asked to conduct ourselves in ways we don’t value. …
Are values recognisable? Fortunately, yes. One helpful resource on this is Ed Schein’s book “The Corporate Culture Survival Guide”. There’s a few simple things you can do to unearth an organisation’s (or your own) values. The first is to analyse common sayings and phrases within the organisation. One example is when new ideas are greeted …
Mistake #6 Micro-management beats trust Some leaders unintentionally take a leaf from Lenin’s playbook (“trust is good, control is better”) and control every single step their people take. While this strategy has its place in an early phase of development, it is counterproductive with good and experienced people. With them you need to agree the …
The Top 10 Mistakes Leaders Make Developing their People, Part 2 Read More »
Apart from the leaders who seem to think that ability is genetic or in-born, all leaders I’ve met are interested in how to develop their people. They delight in seeing their people grow and they enjoy the benefits of higher productivity and the ability to tackle more challenging R&D problems. However, they’re unsure of how …
The Top 10 Mistakes Leaders Make Developing their People, Part 1 Read More »
Sign up now and, as a bonus, you’ll receive our report “R&D Leaders’ Top Concerns about Leading Themselves, Their People, and The Organizations” to help you on your journey.
