We realized that some of the talent management ideas we had pioneered, such as the concept that workers should be allowed to take whatever vacation time they felt appropriate, had been seen as crazy
When our actions become a reflection of our character, we lean more heavily toward the moral and generous choices. Over time it can become part of us.
So successful managers today are no longer supervisors, nor are they deciders, but formulators of strategic intent and their function is not one of the enterprise’s operation—most of which is rapidly being automated—but its purpose.
The Science of Greed : Why the Ideology of self interest could be the downfall of the American Dream. Wealth may seem like mostly an unmitigated good, yet it also has significant costs.
Considerations such as ‘what do you really care about’ and ‘who do you serve’ should be drivers of sustainability, not profit
Our 2014 National and Provincial Elections takes place on 7 May 2014 and If we apply the findings of the above research then +/- 60% of voters have conservative principles. People with conservative principles prefer a clear version of good and evil and are influenced by leaders with the ability to
activate deep seated fears in them.
It turns out that people are motivated by interesting work, challenge, and increasing responsibility–intrinsic factors. People have a deep-seated need for growth and achievement.
Omkar’s mistake is a common one. The mistake is simply this: legitimacy with regard to power is not a feature of the organizational structure of institutions.
Career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don’t: Traditional rewards aren’t always as effective as we think. Listen for illuminating stories and maybe, a way forward.
What is the crucial variable for cultivating deeply rewarding connections with the people around us? In this charismatic talk Brene Brown argues that it is in fact the capacity to allow ourselves to be vulnerable that enables such deep connections.