the ceo magazine, collaboration,
Karen Gordon, CEO, 5 Dynamics

What does neuroscience have to do with cooperation and collaboration? In a word, everything. The brain is made up of neural pathways that are composed of bundles of neurons, many of which were forged early in life. Scientists used to believe that these pathways were frozen by age 25, but they now know that isn’t true. Your early brain development does influence the way you look at the world, process information, and connect with others, but with sustained and consistent practice, your brain can create new neural pathways. It starts by understanding your unique brain roadmap.

the ceo magazine, customer experience,
Chip R. Bell, Author, Kaleidoscope:  Delivering Innovative Service That Sparkles

Growing up on a cattle farm is a chance to see both the promise and perils of freedom.  For months cows leisurely graze, sleep in the shade, and drink water from a nearby pond.  In the winter when there is no grass, bales of hay are delivered to their “doorstep.”  But, when the time comes for cows to be transported to market, herding can become a bit of a challenge.  It starts out rather peaceful; but, as cows are moved from the open pasture into small holding pens and then forced to go up a loading shoot and onto the truck, it requires electric prods to convert their revolt into compliance.

Leadership traps that will derail your change efforts

This article is the second in the “All Change is Personal” series looking at three traps that leaders need to manage in order to steward their organization through change efforts.  To read the first article in the series and learn what Trap #1 is, click here.

Trap #2:  Not Getting Employee Feedback on the Plan

the ceo magazine, corporate values,
Julie C. Lellis and Melissa Eggleston

Zombies have no motive other than sustaining themselves. On reckless missions to find food at all costs, they alienate and repel others. Businesses can act like zombies, and they are often easy to spot! They may make decisions that don’t prioritize others and pay the price. They can’t move quickly or adjust to change. And we really don’t know what they will do or say next.

the ceo magazine, corporate communication,
Jill Lublin, Author, Profit of Kindness: How to Influence Others, Establish Trust, and Build Lasting Business Relationships

Business procedures and management decisions are based on facts and not emotions. As a consequence, business communication strategies are also based on quantifiable factors. This reality makes even the self-proclaimed value-based organizations hard to articulate empathy.

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