Leadership, sales, service delivery, management systems, AI and transformation — observations drawn from the realities of leading people and being accountable for outcomes.
This reminded me of the same issues with the blackberry. Why can't we appreciate it when things are quite? Why must we feel that we always have to be doing things? Always have to be on. Always have to be busy. Always have to be solving problems.
Working under stress requires dealing with constraints that are often beyond your control, such as resource or time constraints, work complexity or a lack of knowledge required to complete the task, or unforeseen changes or issues.
When we reflect on the difficulties that we have overcome in the past, continue to overcome in the present, and will continue to overcome in the future, we cannot help but feel dejected at times.
When it comes to retaining employees, it's important to not take them for granted.
Mistakes are inevitable in any human-driven system. The response depends on the gravity of the mistake, whether or not it is a repeated mistake, or if attempts were made to conceal the mistake.
There is a significant gap between managing people and leading people in an organisation. Many individuals are unaware of this fact and operate under the false assumption that holding the position of manager immediately makes them a leader.
To drive urgency for change and overcome Status Quo Bias, you must educate prospects about unconsidered needs, unmet or yet unknown obstacles or missed possibilities inhibiting their business growth.
Working from home can potentially be dangerous to our psychological well-being for a number of reasons. But its important to understand the preferences of employees. Some prefer to work work from home. Some prefer the office. While others prefer a hybrid environment.
