Managing a multigenerational team can be a complex task for any leader. As a manager, recognising how to motivate team members individually and capitalise on their strengths is essential. Understanding attitudinal and behavioural differences among team members of different generations is a critical tool for driving engagement.
Organisational strategy should not be convoluted and complicated. It is about what you want to become. Why are we here?
Adaptability, creativity, and inspiration are the leadership qualities that our organisations require today. Both employer and employee need these capabilities now, and we do not have centuries anymore to develop them. Making these qualities preeminent in our organisations is the next revolution.
In today’s knowledge-based economy, wherein intangible assets created from human intelligence and ingenuity are at the forefront, companies can no longer solely depend on their production capital. They must look beyond the boundaries of their organisation for such intangible assets, and incorporate fresh ideas and innovation, combining external and internal sources.
Storytelling is a key part of our shared human experience. It has long connected people across cultures and brought together groups who may seem like they have nothing in common, through tales of success and learnings. But what is often forgotten is the power of storytelling, especially in business.
"Busting the following myths-MYTH 1: Work-life balance is key.MYTH 2: Sustainable businesses cannot exist at scale.MYTH 3: The customer is always right.MYTH 4: Strategic pricing is complex.MYTH 5: Failure is always bad."
What should the next step in your career be? Where to put your energy and what areas do you need to develop the most? Does talking to mentors and taking the advice of those around you help?
Creating high-performing teams is a tough thing to do. Keeping them high performing is even tougher. Successful people consistently do what other people only do occasionally. Successful teams are packed with successful people. If we could get our people to do the right things consistently, every day, our businesses would be more successful.
Marginal behaviours, choices, and ways of life can be eye openers in their own right, even where they are likely to remain at the fringes. Never mind that the behaviours are seemingly confined to the fringes; there are entrepreneurs who believe there is scope for mainstream expansion and see growth where others see only issues, confusion or nothing much at all.
By focusing on both the needs of your customers, as well as those of your employees, you can ensure that everyone’s best interests are taken into consideration when making decisions or driving forward key initiatives within your organisation.
The reality of good problem-solving is that our findings prompt us to review our earlier conclusions. Executives who know the secret to framing complex problems can supercharge their organisations
MYTH 1: Only logic matters.MYTH 2: Just present the one right way.MYTH 3: When persuading with numbers, more colours gives more credibility.MYTH 4: You don’t want the other person to say “No”.
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