We live in an amazingly connected world, which is why it is so weird and shocking that communication skills are slowly breaking down, generation by generation. It seems that every extra minute a day you spend communicating remotely and casually on social media represents a decline in your ability to communicate concisely and professionally in person.
You have probably heard the phrases “fourth industrial revolution” and the “future of work.” Both refer to coming changes in the way people live and perform their jobs.
Here are five things you should know about advanced technologies and the workplace. All have potentially significant effects on HR functions and the work HR professionals do.
Continue reading “5 HR Function Realities about Advanced Technologies and Future Workplace”
It is one of our saddest economic statistics: More than half small businesses fail within a few years of startup.
Unlike the cheery pictures presented in advertising or the success stories showcased on Shark Tank, a significant percentage of fledgling enterprises sputter and eventually die. Only 1 in 43 has any employees after 10 years. These startups don’t create much economic value. The vast majority don’t even earn as much for their founders as those people could have earned working for someone else. Dreams die, jobs are lost, and communities lose their vitality.
It does not have to be this way. In fact, if we want a robust economy with job growth, we must do something about it. I think that the solution is deceptively simple: entrepreneurs should stop thinking so much about the idea behind the business and focus instead on how to lead it.
Simple, however, doesn’t make it easy.
Continue reading “Against the Odds: Startups that Make It by Derek Lidow”
In 2015, a man starting work at a law firm was three times more likely than a woman to make partner. The same held true for accounting and consulting firms. Women’s leadership coach Alison Temperley addresses unconscious bias and gender inequities in professional service firms. She has 30 years of experience working in and with such firms.
Even in firms that claim to be meritocracies, women don’t advance as quickly as their male counterparts. Temperley advises women to be more vocal, to express how their contributions matter and to advocate for promotion. Although the book’s subtitle positions her overview as niche advice for women in professional firms, women in many fields will find her counsel applicable.
In this summary, you will learn.
- How women can actively manage their professional careers.
- Why professional service firms need to fix internal inequities.
- What women can do to succeed in this environment.
Professor Laura Empson of London’s Cass Business School and Harvard Law School reports on intensive research into how to lead professional firms, such as law offices, and complex organizations, such as hospitals and universities. Her scholarly work, packed with citations and cross-references, details how leadership functions in a professional services environment. This layered study, funded by Great Britain’s Economic and Social Research Council, includes findings from interviews with 500 professionals in 16 countries. Empson’s exemplary and surprisingly engaging text could be a go-to guide to organizing and managing professional firms.
In this summary, you will learn:
- Why leading a professional firm is so difficult.
- What constitutes a “leadership constellation”.
- What 10 paradoxes confront professional firms.
Citing the title of Robert Frost’s poem “The Road Not Taken” as an example of something people think they know but often get wrong, consultant Dan Pontefract offers a strategy for thinking more clearly and making better decisions. As he explains how his “dream, decide, do” system works, he provides real-life examples of “open thinkers” whose accomplishments stem from their deliberative cognitive practices. People tend to rush to conclusions, accept misinformation, skip nuance or trust shallow assumptions. Instead, Pontefract says, pause to ponder. The effectiveness of your thought process depends on how well you sort evidence, reflect upon it and challenge your conclusions.
In his book, Dan Pontefract explains how his “dream, decide, do” system works while providing real-life examples of “open thinkers” whose accomplishments stem from their deliberative cognitive practices.
In this summary, you will learn:
- How “open thinking” balances “reflection and action”
- How to welcome new ideas
- How “creative,critical and applied thinking” improve decision making.
- How to implement open thinking by using 10 basic guidelines.
- Agility and flexibility