Dr. Rebecca Bigler, director of The University of Texas at Austin’s Gender and Racial Attitudes Lab, has done a number of experiments with preschoolers and colored T-shirts.  In one, she took a classroom of 4 and 5 year olds and put half in red T shirts and the other half in blue T shirts .  The children wore these colored T shirts for three weeks but teachers were instructed not to notice or mention the colors in any way.  At the end of the three weeks, children were asked to evaluate the skill, abilities, characteristics, and intelligence of each group.  

It’s an exciting time for brain science, which has become a source of buzz in CEO circles. As CEOs grapple with tight competition, workforce issues, slimming margins, technological advancements — all while trying to filter out interfering noise from the Internet, smart phones, and various media — many are turning to neural leadership practices to keep their businesses on the fast track to productivity and profitability.

By D. Luke Iorio, PCC, CPC, ELI-MP, President & CEO at iPEC

The majority of leadership articles focus on what you can do to better lead, impact, and influence others. However, leading others isn’t possible unless you’re, first, leading yourself.

Those around you follow your lead, right? At least that’s the intention.

Blame destroys motivation and trust
Todd C. Williams, Founder & President, eCameron, Inc.

Listening to last year's debate on the troubles with the Healthcare.gov website it struck me how the blame game destroys business. What at times was more finger pointing than substantive debate about the Obamacare website revolved around "who are we going to fire" rather than how do we make government projects successful and prevent reoccurring failures. And, just when I thought it was over, earlier this week I heard Bill O'Reilly, amidst a solid grilling of President Obama, ask "Why didn't you fire Sebelius?"

Genchi Genbutsu, The Ultimate ERP and Metrics Based Reporting System

Toyota Productions Systems, (TPS) leadership and their employees refer to it as genchi genbutsu. It is one of the most important and powerful analytical tools available to the executive today. What is it., and how can  executives use the tool to help them improve their businesses, cultures and lives of the employees and stakeholders they serve? 

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