The number of people working remotely has been increasing progressively across the globe. An employee benefits report narrates that around 60% companies in the US offer telecommuting opportunities. Telecommuting not only benefits people but also presents several advantages for organizations. Research has attributed an increase in savings of around $2000 per employee each year on real estate costs, enhanced productivity, and lower attrition rates to telecommuting. Employees have been found to foc
leadership (74)
There isn’t one leadership approach that can guarantee success in every situation.
Leadership necessitates an assortment of methodologies that leaders can use based on the circumstances—ranging from being self-centric to helping the humanity. In order to develop effective teams, inculcate a sense of teamwork, and make a positive impact, leaders need to be aware of the strong points and limitations of their team members and the behaviors that they typically adopt with others. To identify the leade
Almost every other day, startups emerge and disrupt established companies because of their innovative ideas and business models. This disruption is, primarily, due to the reluctance of big companies to implement a series of strategic and organizational practices required to organize and inspire creativity.
Large firms are, generally, better at implementation rather than innovation due to their long-established ways of doing business and other cultural elements. Their success is owing to optimiza
According to Michael Henderson, Corporate Anthropologist on Oscar Trimboli’s Deep Listening Podcast, people in the western world like threes because we like balance.
We like Low, Medium and High. We like the Three Little Pigs and Goldilocks and the Three Bears.
We also like it when a salesperson stops at three when telling us about the wonders of their product. Trust and desire builds to three and starts to wane above three. As in, “Why does she need to keep listing stuff? Is there something not g
Bedtime data stories are telling stories about data with data.
Have you ever asked yourself, “Why bedtime stories?”. Maybe you grew up with them and you have kept up the tradition. Maybe you understand they are good for your child’s development, in particular their vocabulary, comprehension and the development of their creative brains. If so, you would be right as evidenced in this research published in the journal Pediatrics.
However, there is more to it than their personal development. You are a
Those of you that know your maths know that an S-Curve can have an exponential portion to its curve but it can’t BE an exponential curve. However, I recently came across a diagram showing a series of S-curves overlaying an exponential curve which to me portrayed something very different to seeing either in isolation. It was in this post by Tim Urban The AI Revolution: The Road to Superintelligence.
I am bringing this to your attention for two reasons. The first reason is to add to your appreciati
There are data miners and then there is data mindset. The former are the people and/or their tools that do the digging through the numbers. The latter is about a whole lot more.
Last week I blogged about how to help people believe the numbers. This week I am going a big step further talking about four different types of data mindsets and the implications for decision making in an organisation (see figure).
Decisions are all about emotion, however, numbers are so very important. At the end of the day if the bank balance is zero, no amount of emotion is going to change that.
When it comes to numbers and decision making there are essentially three positions people take.
Believers
These people believe numbers enhance decisions. In fact, decisions should be based on the numbers. The effort must be put in to find and assess the numbers.
The problem for these people is that if they can’t find any numbe
One of the most soul-destroying events that can happen to a company is for a bean counter to be appointed as CEO with a vision that involves cost cutting and not much else. While I am one of the first to hold true to “In God we trust, all others bring data”, I have seen too many companies damaged from a CEO overly focused on cost cutting. A CEO that is dumped within a few years.
Don’t get me wrong. A focus on costs is important and sometimes dramatic cost cutting is essential, however, as with a
A strategy is of itself a hypothesis. Something that is proved true or false over time. For more on this, read one of my most popular blogs here: A strategy is but a hypothesis.
In proving your hypothesis, you eventually find out if you are spending on a failed strategy or if you are investing in a successful one.
The key to shifting from spending to investing is to set up your strategy, from the start, so you can measure your spend and your return on your investment each step of the way. This al
We need data we can trust so that we can build trust using data. However, it is not as easy as it sounds.
A study of over 1,400 marketing campaigns by the Institute of Practitioners in Advertising in the UK found that campaigns selling on emotion only were 32% effective. Worse still, campaigns selling on logic only were 16% effective. Blah!
More strikingly, campaigns combining logic and emotion were 26% effective. The use of logic brought the effectiveness down.
Emotion in decision making is a v
Inspire, Enable, Engage, Empower Your Workforce as Never Before and take your Leadership Team toward Becoming Strategic Leadership
Dr. Ted Marra
Professor Dr. Emeritus, Strategic Leadership, Cotrugli Business School
Sr. Partner, Insights Paradigms
The author of the popular online course: Becoming the Strategic Leader in 6 weeks by Cultivating Your Strategic Thinking
Background
For some years now I have watched organisations around the world talking about how their employees are their greatest asset, y
Did you know that according to research every year 2 million individuals enter leadership positions and 60% fail?
According to Dr. Ted Marra, most often the root cause is a failure to think strategically.
Research says most executive development is disconnected from the real needs of the organization and those who must lead it.
Learn what it takes to transform yourself to become a Strategic Leader.
1. What are the certain actions performed by Level 5 leaders which separate them from the rest o
The hot water in which Uber has been simmering has just reached new thermal heights. Back in October 2016, hackers stole the personal data of 57 million customers and drivers containing their names, email addresses, phone numbers, and in the drivers’ cases, their driver’s license numbers. They finally disclosed the breach this month.
Now, in comparison to the scope and nature of other breaches such as Equifax and Yahoo, the Uber hack may appear to pale in comparison. However, this company represe
If you ask an average CEO, "Where did you get your leadership skills training?"
Do you know what you discover?
Mostly, you discover there wasn't any training. They learned on the job – by making all the mistakes. It was training by error.
If you're interested in becoming a Strategic Leader, then you would like to watch the Module 6 of the "Cultivating Your Strategic Thinking" program here:
https://globalriskacademy.com/p/strategic-thinking/
Just navigate to the curriculum section and click o
Dear Global Risk Community member,
Time is running out if you want to secure your spot on the Cultivating Your Strategic And Creative Thinking Program.
http://globalriskacademy.com/p/strategic-thinking/
Starting 7th November, it runs for 3 months and you can fit your study around your work and home life, setting the pace yourself.
(Only 8 spots left for the upcoming program starting November 7)
As an executive taking on greater leadership responsibilities, you need to learn how to think mo
In his book, “The Wisdom Chronicles: Competing to Win”, Dr. Ted Marra made the point that the success of virtually all organizations comes down to the relentless focus on a vital few factors. The unfortunate truth is that most senior executives are clueless about what they are.
Dr. Marra agreed to offer his book 'The Wisdom Chronicles: Competing to Win' for complimentary download for members of Global Risk Community (it is a short book) via the following link: https://mediaexplorers.lpages.co/co
For those readers of Part I and possibly some new readers as well, I hope that this article continues to add value and provide a different perspective – one through the eyes of a frontline employee.
I believe it is worth noting some of the activities which I have found senior executives need to engage in beyond those already stated in Part I which can contribute to making this change process successful.
______
If you want to learn more, join my new online program: Becoming a Strategic Leader in 6
Taking the “Mystery” Out of What Employees Really Want
Overview:
What are “Simple Truths”? They are this writer’s attempt to capture the essence of what is most important based upon some 39 years of evidence across more than 30 countries and 150 organisations. You may violently disagree with what I have written or you may applaud it. In either case, my fondest hope is that you will NOT be indifferent about what I write AND that it will, in fact, stimulate those brain cells of yours in some
Whether an organisation realizes it or not, it is competing for a place in the future. It can sit back and let itself be overrun by events, act in a crisis manner to deal with rapid or unexpected changes or it can prepare itself. Create a state of readiness because as Arnold Glasow has said, ’The only problem with the future is that it is usually here before we are ready for it!’ How do you get ready?
How do you create an enduring organisation that stands the test of time, rapid change, unexpecte