Long-time readers of Lead on Purpose have seen this quote by Eric Hoffer: “In a time of drastic change it is the learners who inherit the future. The learned usually find themselves equipped to live in a world that no longer exists.” It has become the chorus I have sung over and over. You must keep learning if you want to keep growing. You need to consistently feed your mind if you don’t want to become irrelevant.
Guest post by Amy Blankson
Have you ever seen The Matrix, Terminator, Minority Report or Ex Machina? All of these movies have one thing in common: they focus on the concept of transhumanism—the idea that technological innovation can help us surpass our human limitations, making us, literally, superhuman.
It may seem closer than we think in our Digital Era. We are constantly strapped to our technological devices—our phones, apps and laptops—answering emails, keeping track of schedules, updating social platforms and checking the news. Our technology has become our “transhuman” extension, but for business leaders, is this a good thing? Should our employees become robots?
Guest post by Annabelle Smyth
Many companies still hold tight to the old way of doing things.
They put you in high-pressure situations and hope that you get all your work done out of fear. Fear that you will miss out on that promotion, fear that you will be subject to disciplinary action and even fear that you will lose your job.
The word ‘channel’ has various and differing meanings. I grew up on a ranch, and we had to get water to the grass and to the cattle. My dad and grandpa built ditches and canals to channel the water to specific places for specific uses. We had three TV channels that brought news and content into our lives from the outside world. There were cables and wires to channel electricity, in the right amount, to lights, appliances and other devices.
Guest post by James E. Lukaszewski
One of the most common weaknesses I see in crisis response is the lack of specific roles and assignments for top management. The result of this gap in crisis management is mismanagement, lack of management, or paralysis that afflicts leaders as they try to figure out what to do while things are leaking, stinking, burning, foaming and worse.
Rather than running the crisis response, six powerful leadership tasks need to be undertaken before, during and after a crisis erupts. In the course of directing client’s crisis responses and analyzing past failed management responses, it’s clear to me that crisis response success depends on having essential leadership responsibilities spelled out carefully for your senior team (or the leaders who survive):
Guest post by Annabelle Smyth
Learning how to communicate with your employees is vital to being a great manager. A leader that knows how to communicate and understands an employee’s situation is one that employee’s want to work for. Communication can improve teamwork, unity, productivity, and efficiency.
We live in a fast-paced world. We never have enough time to complete the agenda. The more we accomplish, the more the work seems to pile up. It gets overwhelming.
How do you deal with mounting stress? How do you keep your wits about you when the pressure to deliver intensifies? One method is to be brief in your communication.