Cultural Cohesion

In ‘Creative Acts for Curious People,’ the Stanford d.school’s Sarah Stein Greenberg offers tangible ways to embrace creativity and work through obstacles.

In a previous post, I wrote about the point in the scaling journey where too many CEOs fail miserably: the transition from a stage 2 to a stage 3 CEO.

Researchers used artificial intelligence to study the careers of 4,500 directors, 70,000 scientists, and 2,000 artists. The most successful among them share an important trait.

The Ship of Theseus is an artefact in a museum. Over time, its planks of wood rot and are replaced with new planks. When no original plank remains, is it still the Ship of Theseus? Secondly, if those removed planks are restored and reassembled, free of the rot, is that the Ship of Theseus? Neither is the true ship. Both are the true ship.

Without Sugarcoats.

Beware the trap of making a smart choice among flawed options.

Social psychologist Vanessa Bohns discusses why failing to recognize our ability to influence can lead us to miss opportunities or misuse power.

Aspirational statements sound good, but if they’re not accompanied by visible efforts to achieve those aspirations, they’ll quickly be viewed as symbolic of an organization’s failures.

Lack of interest in a task may be a sign that you’ve made a mistake in priorities.

Joshua Browder and Aaron Swartz were both technologists who attended the prestigious Silicon Valley school. But history treats them very differently.

Culture is a singular factor that can have an influence on how people think and behave. Within this significantly vast field of study, a particular area that cross-cultural psychologists often study are the differences and similarities between individualistic cultures and collectivist cultures.

Learning to manage is a kinesthetic experience. It takes time in the job and ample experimentation to promote true learning. Classroom time creates exposure to tools and approaches, but for new managers with little context for the role, the benefits of training are muted.

To control the anxiety produced by moments of intense pressure, first step back and analyze the stakes.

Many people have had the experience of being asked to do something and knowing with every fiber of their being that they should say no, but in a nano-second convince themselves why they need to do this thing after all. They jump in and then wonder six weeks later why they never have time for work that interests them.

One of the events that will be remembered from the 2021 Tokyo Olympic Games is U.S. gymnast Simone Biles’ decision to withdraw from several competitions — and then return to the stage to win a bronze medal. Media coverage of Biles’ actions echoed what tennis star Naomi Osaka experienced after her decision to withdraw from the 2021 French Open.

In an era of workplace upheaval, companies that create tailored, authentic experiences strengthen employee purpose, ignite energy, and elevate organization-wide performance.

When we cultivate the skill of mindful listening, we can become more effective at our job while also improving relationships with colleagues, partners, and clients.

The burnout crisis is here, but many managers are failing to address the root causes of stress for employees.

Before you decide, check how the question is framed to ensure you have all the information you need and have considered all your options.

Since the pandemic began, there’s been a call for managers to be understanding and lenient with employees as they navigate the stressors the global crisis has brought on. Now that restrictions are lifting in many parts of the world, some managers are wondering how to continue to balance compassion for the people on their team and accountability for getting work done.