What Does the Symmetry of Your Logo Say About Your Brand?

Harvard business - Thu, 03/12/2020 - 07:00

A study on how consumers perceive design.

Categories: Blogs

What Job Crafting Looks Like

Harvard business - Thu, 03/12/2020 - 06:05

Stories of three people who changed their jobs to find more meaning.

Categories: Blogs

Learning from History: How to Make Decisions

Greatleaders hipbydan - Thu, 03/12/2020 - 06:00

Guest post from Robert L. Dilenschneider:
We all have to make decisions, and of course we want them to come out right. But how do we go about reaching those decisions, and what can we do to help ensure they turn out well?  Simple questions to ask. Incredibly hard questions to answer. Among the many lessons I’ve learned in my more than 50 years of working with leaders of major corporations, financial firms, governments and academic institutions is that the quality of decision-making varies widely – I might even say wildly – from person to person and situation to situation.
In observing this process, I’ve noticed that the leaders who most often got things right seemed to be equipped with a kind of toolbox for decision-making.  They were flexible and thoughtful, but beyond that they possessed certain fundamental principles and values that gave them a framework for sorting out the facts, evaluating the options and reaching smart, timely decisions.
As I thought about this fascinating process, it struck me that by looking at some major figures over the ages I could learn important lessons about how they employed their decision-making toolboxes to make world-shaping choices. Someone who had to make one of the most difficult and fateful decisions in history is President Harry S. Truman. He became Commander in Chief late in World War II after the death of President Franklin Roosevelt, and so it fell to him to decide whether to deploy the first atom bomb against Japan. It was such a tough decision that the arguments for and against it are still being debated. On the one hand, using the bomb would mean unleashing a terrible new weapon on the world, one that could kill or poison tens of thousands at a time. On the other hand, holding back the bomb would mean invading Japan to end the war, with the casualties estimated at one million. 
Truman had given a lot of thought to making decisions, and what he wrote on the subject is instructive. First, he said, get all the information available. Listen to other people about what they believe the impact of the decision will be.  Decide what’s right according to the principles by which you’ve been raised and educated. Once you’ve decided what’s right, don’t let yourself “be moved from that decision under any considerations.” But if the decision proves to be wrong, get more information and make another decision. In other words, be firm but also be willing to acknowledge error and start over.
One of the most impressive leaders I’ve studied is Marie Curie, who won Nobel Prizes in physics and chemistry in an era when women were thought to have no place in the world of science. She made many decisions during her career as a researcher in the then-new field of radiation. Some were made in times of extreme grief, like her choice to continue her work after the death of her beloved husband and research partner, Pierre Curie. Other decisions proved to be seriously wrong, like working with X-ray equipment without proper protections.
From Marie Curie’s astonishing career, we can learn several important lessons. One is that few decisions are made in isolation, so be willing to let other people help you, and be willing to help them. Many decisions are made under traumatic circumstances. In those cases, keep your focus, accept help from others and be patient (except in emergencies). Finally, Marie Curie was singled-minded, a quality that can lead to great achievements, but must be constantly examined for its impact on others, like one’s children and other loved ones.
We can learn not only from history, but also from figures from our own times. The story of Malala Yousafzai, the young Pakistani woman who has fought so bravely for the right of girls in her homeland to be educated, is such a powerful story, in part because it teaches lessons about dealing with events that shape our age, in particular the constant threat of terrorism. Because of her outspoken advocacy, she was shot in the head by Taliban gunmen when she was just 15. She survived and was later awarded a Nobel Peace Prize. What makes her story especially inspiring is that the Taliban had announced it would try to kill her if she didn’t back down. Her reply was, “I decided I wasn’t going to cower in fear of their wrath.” 
There are many lessons to learn from Malala’s example. One is that you may be attacked for your decisions – perhaps verbally, perhaps even physically – so be aware and be prepared. Follow your decision, do not give up. Seek education and take every opportunity to broaden your knowledge. And finally, whether it is a large decision or a small one, have the courage to do the right thing.
ABOUT THE AUTHOR:Robert L. Dilenschneider has hired more than 3,000 successful professionals, and advised thousands more. He is founder of The Dilenschneider Group, a corporate strategic counseling and public relations firm based in New York City. Formerly president and CEO of Hill & Knowlton, he is the author of the bestselling books Power and Influence, A Briefing for Leaders, On Power and newly released Decisions: Practical Advice from 23 Men and Women Who Shaped the World. For more information, please visit
Categories: Blogs

Encourage Learning After Personal Setbacks and Failures

Hr Bartender - Thu, 03/12/2020 - 02:57

Years ago, I had the chance to hear Sara Blakely speak about starting her company, Spanx. If you ever get the opportunity to hear the story, I would strongly suggest it. My takeaway is that her journey is less about shapewear and more about how to turn setbacks and failures into something positive and productive.

One of the things that Blakely told the group was that her father encouraged failure. At the end of the day, over dinner, he would ask, “What did you fail at today?”

I was reminded of Blakely’s story at last year’s SAP SuccessFactors Conference in London. A panel of speakers were talking about their setbacks. Their stories involved major illnesses and accidents that caused them to put their personal and professional plans on hold for a while. One aspect was, when they were ready to resume their plans, they also had to ask themselves if that original plan was the thing they really wanted to do.

I know firsthand the importance of recalibrating after a setback. Depending on the type of setback or failure, it can change lives and careers. Many of you know that twenty-four days after Mr. Bartender and I were married, we were in a car accident. I spent the first year of my married life in a full-body cast. Events like that change you. But they don’t have to stop you.

Which brings me back to the SuccessFactors panel. Is it possible to harness the lessons learned during our times of challenge, setback, or failure into something productive?

I believe on an individual level; the answer is yes. But what about on a professional level? Is it possible for organizations to provide support and encouragement to employees who are experiencing setbacks, so their professional life continues to flourish as well? If organizations tell employees to leave their personal lives at the door, then employees might miss out on those breakthroughs.

Here are two things to consider:

  1. Create safe zones. On an individual level, maybe it makes some sense to build a personal board of advisors to help navigate through the tough times. On an organizational level, encourage employees to build internal and external networks. Not only can these groups help employees during challenging times, but they are valuable every single day of the year.
  2. Encourage ‘nudging’. I’ve been fascinated by a concept called nudge theory which says that positive reinforcement and indirect suggestions can influence behavior. For example, is it possible that giving a friend or acquaintance a Facebook “like” or an Instagram “heart” provides the little push someone needs to keep going? Support doesn’t always have to be a face-to-face meeting or a long phone call.

While I wish everyone all the success in the world, the reality is that we will all experience setbacks and failures along the way. Hopefully, they’re small ones that we can bounce back quickly from. But whether they’re big or small, there can be lessons learned. The question becomes are we taking the time to reflect, recalibrate, and refocus our thoughts and feelings to move forward.

Image captured by Sharlyn Lauby after speaking at the HR Change & Transformation Conference in London, England

The post Encourage Learning After Personal Setbacks and Failures appeared first on hr bartender.

Categories: Blogs

5 Leadership Lessons: Tireless—Key Principles That Drive Success Beyond Business School

Leadershipnow - Wed, 03/11/2020 - 21:45

YOUR NEXT DECISION could dictate the trajectory you take. In Tireless, Kim Lorenz encourages us to look for opportunities both as an entrepreneur and in the company where we work, that will propel us to success.

Lorenz co-founded two companies that he eventually sold to Fortune 500’s. He shares his experiences and those of others to give us a picture of the principles that bring success and the mindset required to see the opportunities in front of us. Here are five thoughts from Kim Lorenz:

  “You and only you, make the choices you make. Believing in opportunity, and believing that opportunities are in front of you all the time, helps you make better decisions and look for what is in front of you yet often not visualized. It is the leaders—those who see the opportunity disguised as a problem—who think through solutions and become partners in the positive changes needed. You can make that decision to be part of positive change, and you can start today.”

  “Improving your mental attitude opens your eyes to better opportunities and allows you to visualize positive steps that you might not otherwise see. We all hear the glass is half-empty to some, while half-full to others. Thinking along the more positive, ‘half-full’ scenario leads to looking for the rest of an opportunity as opposed to thinking negatively and waiting for the remainder of the negative. Your subconscious never rests, so it is important to be aware and try to use it as a positive force. Look for opportunity that is there. Your self-talk is with you all the time. Make it positive. Only you can make the choice and set the direction for your self-talk.”

  “’This might work,’ discipline involves making the choice to get off your butt and do something. That ‘doing’ could be learning and applying that knowledge, trying something new or going full-out on a business idea. Simple discipline can be applied to any person, in any situation. Simply put, it is developing a habit of questioning everything; not accepting things as they seem to be, and asking yourself why they are not. Discipline also involves taking initiative and taking the first steps to imagine and create what you think might be possible. As the Nike slogan says, Just Do It! When you are dreaming of something you really want to do, start thinking about what the first step is and take that step. You will not only feel better, but you will also likely commit to accomplishing more. Only you can choose to strive to do more in any situation. Do not worry about what blunders might ensure. Work through them and find the opportunity that results.”

  “Many who have made it to the top sometimes get into a familiar rut, going through each day the same as the day before. They made it to the top position, perhaps as CEO, and then their goals to achieve more are just not as appealing to them. [See Are You Leading for the Right Reasons?] At the same time, other CEO’s continue to improve, add value to the business, expand, and do great things. They too must continually improve and find new ways to do business. We all put on our pants the same way, after all. The difference is what you mentally establish regarding what you need to do and your level of follow-through. Continual success requires the tireless discipline to do it; taking the time to write down the goals. This is what makes the difference between the ordinary leader and the exceptional, growing leader.”

  “In both business and personal relationships, the bottom line is the same: how you treat people is always a reflection on you. A genuine, self-confident person treats all people the same, regardless of position, gender, race, or social status. Every person has their own story, their own struggles, and their own hopes and dreams. While we realistically cannot listen to all of them, we can make a better effort to get to know the people around us.”

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Categories: Blogs

Do Democracy and Capitalism Really Need Each Other?

Harvard business - Wed, 03/11/2020 - 17:03

Scholars from around the world weigh in.

Categories: Blogs

Move Beyond Conflict with Optimal Outcomes

Eblingroup - Wed, 03/11/2020 - 17:00

Do you ever find yourself stuck in the same argument or stand-off with co-workers, family members and others? Most of us have experienced that.

The good news is it doesn’t have to be that way. I recently had the opportunity to talk with Jennifer Goldman-Wetzler, the author of a great new book, Optimal Outcomes: Free Yourself from Conflict at Work, at Home and in Life. As a professor at Columbia University, a counterterrorism research fellow for the Department of Homeland Security and a consultant to Fortune 500 companies, Jennifer has spent her career helping people get out of seemingly endless conflict loops.

Here are some of the questions Jennifer answered for me in our conversation:

  • What’s an optimal outcome to conflict and why is that not always a win-win solution?
  • Why do we get stuck in endless conflict loops?
  • What are the basic conflict patterns and how can you determine which ones are in play?
  • How can we use conflict maps to understand what’s really going on?
  • Why is self-observation so important to developing optimal outcomes?
  • How can we create pattern breaking paths to end conflict with optimal outcomes?

We cover a lot more than this brief list of questions does justice to. It’s a rich and, I think, highly action-oriented conversation. Please give it a listen.

If you liked what you read here, subscribe here to get my latest ideas on how to lead and live at your best.

Categories: Blogs

What the U.S. Needs to Do — Right Now — to Fight Coronavirus

Harvard business - Wed, 03/11/2020 - 11:30

A 30-day plan to contain the outbreak and treat the infected.

Categories: Blogs

Welfare in the Exponential Age

Harvard business - Wed, 03/11/2020 - 11:00

Designing new social institutions bottom-up.

Categories: Blogs

Making Sense of the Economic Impact of the Coronavirus

Harvard business - Wed, 03/11/2020 - 10:57

Youngme, Felix, and Mihir discuss the impact of the coronavirus on the economy.

Categories: Blogs

How to Spot an Incompetent Leader

Harvard business - Wed, 03/11/2020 - 09:00

We have the tools, we just don’t use them.

Categories: Blogs

A Bolder Vision for Business Schools

Harvard business - Wed, 03/11/2020 - 08:00

Future leaders will need a new set of values to confront a new set of challenges.

Categories: Blogs


Hr Capitalis - Wed, 03/11/2020 - 07:00
In Episode 5 of The HR Famous Podcast, long-time HR leaders (and friends) Jessica Lee, Tim Sackett and Kris Dunn get together to talk about all things Coronavirus (COVID-19) and HR, including their personal views, why companies don't plan more... Kris Dunn
Categories: Blogs

How Companies Can Keep CEO Behavior In Check

Harvard business - Wed, 03/11/2020 - 07:00

It takes proactive boards, peer management, and anonymous tip lines.

Categories: Blogs

Best Practices for Instant Messaging at Work

Harvard business - Wed, 03/11/2020 - 06:05

Companies need ground rules around communication tools like Slack.

Categories: Blogs

How Chinese Companies Have Responded to Coronavirus

Harvard business - Tue, 03/10/2020 - 15:10

Twelve lessons for the rest of the world.

Categories: Blogs

8 Key Lessons Learned on Being Social (Offline and Online)

QAspire - Tue, 03/10/2020 - 14:30

We have always been social beings. “The other” has always been an important part of how we look at our own selves. Apart from the family, we need people to collaborate with, to be friends with, to do exciting work with and to share our highs and lows. Being social is one of our intrinsic needs. The extent to which we become social depends can vary depending on the individual.

And all social media tools are built to tap into this intrinsic need to connect with others. Backed by years of research in behavioral psychology, these social tools are designed to be addictive. Same goes for offline social engagements where vanity, social signaling and peer pressure can drag you down.

There are some key rules I have learned about being social and they apply to being social – online as well as offline.

  • Be social, but protect your boundaries. Too much of social involvement can stress us out. Having boundaries (and right filters) on when, with whom, how much and what you interact about is critical to protect your creative and reflective space.
  • Do the work first, signal later. Because social signaling does not substitute real accomplishments. While signaling makes you look good, it does not necessarily make you any better. You get better by doing something everyday, learning along the way, raising the bar and making meaningful contributions in a context. Social signaling can only be an amplifier.
  • Social only amplifies what is. If you are authentic, it comes through. If you are faking something, it shows up too. When being social, we have a choice to be more of who we are – or fake being like others to comply with community expectations. And the latter is a sure shot way I know towards mediocrity.
  • Being authentic works, always. Social engagements (online or offline) are an opportunity to put ourselves out there. The most interesting people I know share insights that flows through the lens of their own real experiences. They share their process and work-in-progress. They add a lot of their personality and context into what and how they share. They use that to weave a nuanced conversation.
  • Know your “why”. Life is to short for being social just for the sake of it. It is an opportunity to shape the culture, initiate critical conversations and make something happen. It is important to know what few topics you truly care for, what change would you like to see and what objectives you are trying to accomplish beforehand. As As Zig Ziglar so rightly said, “Don’t become a wandering generality. Be a meaningful specific.”
  • Communities are powerful. Being social enables you to create or participate in communities of like minded people. When your ability to collaborate with others, learn from them is combined with your intent to share and contribute, community can feed you with valuable learning, diverse insights and interesting opportunities.
  • Remember, its a two-way conversation. Conversations are the currency of being social. Imagine what happens to others when you meet them at a party and only bombard them with information about you! Empathy and listening is vital to converse with others in a context where insights and ideas flow both ways. 
  • Aim for contributions, not just metrics. Many people brag about being “influencers”, having thousands of followers or attending tens of conferences a year. But I strongly feel that real influence is a by-product of making meaningful contributions. Real thought leadership creates change, challenges the existing beliefs and shapes a conversation worth having.

Your turn:

What lessons have you learned about being social – online and offline? Please do share.


Here is a quick sketchnote summary of the post.

Categories: Blogs

Coronavirus Is Exposing Deficiencies in U.S. Health Care

Harvard business - Tue, 03/10/2020 - 14:27

Namely, a lack of primary care physicians, hospital beds, and ventilators.

Categories: Blogs

Nicole’s Got News

Harvard business - Tue, 03/10/2020 - 14:17

Our dear co-host is leaving the show.

Categories: Blogs

How Working Parents Can Prepare for Coronavirus Closures

Harvard business - Tue, 03/10/2020 - 13:10

Talk to your boss and come up with a plan.

Categories: Blogs


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