Modeling behavior is one of the most powerful forces for change, not pontificating. If we want the world to bend to our values, we would all be wise to let our values inform our actions and our processes, not our talking points.
Like English textile merchants, pharmaceutical executives and elected officials, the path of self-interest can provide short-term success, but the externalities of this self-focused perspective is not a recipe for sustained success. To achieve long-term sustainable transactions, be it financial, legislative, relational, or other, they must be friction free, not friction full. The fewer barriers we have between points A and B and C, the more A-Z benefit.
As the third largest economy in the world, Japan seems to have beat the odds. Japan is a country with next to zero natural resources. It is devoid of oil fields, diamond mines, coal and other natural energy sources. And, it is immediately apparent from the ubiquitous shopping malls, high end fashion and pristine…everything, that Japan’s economy fairly strong. It is not immediately apparent why Japan, a nation that is so poor in natural resources is so rich, but after months of experiencing Japan, it hit me; Japan is rich in a resource that most other nations lack: Trust.
Right now, the ICO and blockchain space, in general, is filled with visionaries that have deep understandings of technical systems. Many of these visionaries and innovators are cryptographic and software engineering geniuses. That being said, knowing how to envision the outcome and draw the blueprints is only half the equation. Implementing the vision is a whole other ballgame.
After each workshop, intervention, and training I lead, I have participants fill out an evaluation. This is important to me since I work in a myriad of industries, with various sized groups, and with different problems to solve. Evaluating my performance and the impact of my work on my clients is vital. The more feedback I receive on what went well or what could use improvement supports me in enhancing my work with every client interaction. That being said, as I review my latest batch of evaluations and reflect on the many other sources of feedback from previous workshops, I have a clearer understanding of the many ways I can evaluate my impact.
We are at a time when we face many challenges and stakeholders are increasingly polarized in their thoughts on how to solve the issues at hand. This makes engaging certain stakeholders even more difficult. This is why we need become more creative in how we engage each other - our colleagues and our peers across “the aisle.”
Generational stereotypes abound, leading us to believe Millennials are entitled, boomers are tech-phobic, and so on. Yet, these stereotypes, just like generalities about race or religion, limit our thinking. Whether conscious or unconscious, the biases that stereotypes perpetuate lie somewhere between inaccurate to extremely harmful
American culture supports & rewards the analytical left-brain thinking; yet it is in the right brain where the magic happens. We can logically think through problems with our left-brain, but how often do we become blocked or stuck on an issue? Or, how often do our solutions actually solve the problem as we intended without creating new problems?
Just as vital as clear goals are for teams to perform, are quality relationships between team members. People working together well need to respect one another, trust each other and feel seen by their colleagues. Recent studies have shown that the most effective teams exhibit the following behaviors:
Who is responsible for what? If a team member doesn’t perform, what happens? How do our distinct roles play together in pursuit of our shared goal? Who holds the authority here? If the Warriors didn’t know who to look to when calling the plays, why certain skilled players sat on the bench while others got to start and how they could leverage their individual skills, collectively, this season would have looked a a lot different.
At MIT’s Human Dynamics Laboratory, we have identified the elusive group dynamics that characterize high-performing teams—those blessed with the energy, creativity, and shared commitment to far surpass other teams. These dynamics are observable, quantifiable, and measurable. And, perhaps most important, teams can be taught how to strengthen them.
Engagement is the hot new buzzword and organizational riddle. How do we engage our employees as well as other stakeholders? Frequently, we see the engagement conundrum in the context of Millennials. With much of my consulting work focused on helping organizations engage constituents and stakeholders, I find that the nexus between engagement and 21st Century organizations overwhelmingly overlap.
The “Five Year Strategic Plan” is obsolete, thanks to the frenetic pace of change that demands unprecedented organizational spontaneity and flexibility to stay ahead of the game.
As a consultant who supports organizations in developing and implementing their strategic plans, I work with different planning methods given the adaptive nature of organizations and issues they work to solve.