How do we evaluate a proposal? The six thinking hats offer an emotion free and structured process of thinking together: Blue (process), White (facts), Black (pitfalls), Red (feelings), Green (creativity) & Yellow (optimism).
3 simple tools to be an effective manager, not just “tough” (whose superiors think they are good, but their subordinates think otherwise) or “nice” (whose people seem to like them but their business results are lacklustre).
How do you get extraordinary success in work and in life? Learn from E&Y Entrepreneur of the Year, Gary Keller (who co-founded and chairs the largest reality company in US) as he explains his philosophy of Focus: Doing One Thing At A Time.
8 skills separate people who perform from those who don’t: Clear positioning, detecting patterns, managing social systems, a knack for people, ensuring team spirit, setting the right goals and priorities and being responsive to external stakeholders.
In a world full of stress and crushing workload, managing energy, not time, is the key to high performance. A psychologist offers a step-by-step guide: Manage 4 sources of energy; balance energy spend with renewal; increase capacity like athletes and maintain positivity.
Subroto Bagchi explains what it takes to be a true Professional, and highlights the 6 imperatives: Integrity, Self awareness, Professional qualities, Managing volume, Managing complexity and some New world qualities.
So many bright young managers do not rise to the next level because they fail to master the incremental skills needed. Charan brilliantly catalogues the key soft and hard skills needed at every level of an organization.
What distinguishes the very successful from the rest of us? Gladwell offers a contrarian view but backed by hard research: it is not just innate talent but many other things like plain luck, opportunities and upbringing that matter as much. The 10,000 hour rule is amazing.
On developing and making newly elevated managers successful. One of the top most challenges almost every organisation is facing today is “Talent”. And the impact of Talent at a managerial or leadership position is multi fold, since it impacts every person down the hierarchy.
One of the most respected academicians in Leadership asserts that Leaders are made, not born and anyone can learn leadership by following some basic principles: Know yourself and the world, operate on instinct, get people on your side and other insights.
The former CEO of IBM chronicles how, in 1990s, he turned it around from the brink of bankruptcy when mainframes were becoming obsolete. He overruled conventional advice to break the company, instead going back to its core of ‘applying complex technologies to solve business problems’. Great lessons on corporate strategy and changing culture.
“The Fifth Discipline: The Art and Practice of the Learning Organization” was largely responsible to catapult the “Learning Organization” as the management fad of the 90s, and HBR called it out as one of the seminal management books of the last 75 years. It is written by Peter Senge, a Prof at MIT who was named ‘Strategist of the Century’.
Real world decisions are often made in a vague environment, where most stakeholders will have biases and pre-conceived notions; information will not be 100% complete; there will be multiple right answers and dependencies of variables; and so on. Unless we learn the art of thinking clearly, we will routinely keep making wrong decisions.