#HR #RRHH Making love and making personal #branding #leadership

Humans are problem solvers - we are good at fixing things and we are compelled to do so as a means of survival. My favourite discovery in Kahneman’s Thinking Fast and Slow was that humans have an in-built desire for shortcuts - a drive to solve problems using the least possible amount of effort. We prefer to use the information we have in front of us and don’t naturally seek additional information.

I wondered whether this desire for shortcuts could help to explain the ubiquitous ‘fix-it’ culture that we see in our public services. Does our innate drive to reach solutions quickly (amongst other obvious influences such as social and organisational pressures) play a role?

Add empathy into the mix and our desire to ‘fix’ things may be perpetuated further. As a practising clinical psychologist, I find it hardest to resist offering solutions when people appear to be struggling the most – as if empathy intensifies the urge to ‘fix’. We don’t want people to suffer – so it makes sense to find an answer and fast!

But is this the most helpful response? In some situations a fast solution is appropriate, such as with urgent medical care. But if a person has a more complex problem to solve, then a question is likely to be more useful than an answer.

Via David Hain

Via The Learning Factor

Ttoo often, when hands-on managers get involved in doing work they behave in ways that can limit their team’s learning. They jump into the fray, heads down, and plow through the work like the individual contributors they used to be. Or worse, they become micromanagers who encourage boss-dependence.


What’s needed is for these hands-on managers to first learn how to think differently about their dual roles as both players and managers. Instead of being held back by orthodox management thinking that encourages managers to think in terms of “either I’m leading my team or I’m doing work,” these hands-on managers need to shift their thinking about workforce development to a mindset that says “I can do work and do it in ways that accelerate learning for my team members.” Then leading and doing become mutually reinforcing, ongoing activities.

Once hands-on managers adopt this “both/and” mindset, they can begin to recognize the many opportunities they have to create a learning culture while working with their team members. But the key to taking full advantage of these opportunities is for hands-on leaders to learn some trainable skills.

Via David Hain

Via The Learning Factor

Focusing on a “critical few” behaviors is one of the fundamental tenets of working effectively with organizational culture. Sometimes called keystone behaviors, these are patterns of acting that are tangible, repeatable, observable, and measurable, and will contribute to achieving an organization’s strategic and operational objectives. The behaviors are critical because they will have a significant impact on business performance when exhibited by large numbers of people; they are few because people can really only remember and change three to five key behaviors at one time.

In the work done by Katzenbach Center consultants around the world, we have seen how a focus on a critical few behaviors helps bring about changes that contribute to meaningful business outcomes, whether it is a medical devices manufacturer tallying 10 straight quarters of revenue growth or a technology firm saving US$100 million a year in warranty costs.

Via David Hain

What keeps you up at night? It’s a question we’ve heard posed in nearly every panel and senior leader interview conducted in recent years, and as a result, it has become tiresome and rote. But I believe the effect of this query is more pernicious than simply boring — stay awake long enough to think it through, and you’ll recognize its essentially negative nature. The question assumes that leaders are in the habit — indeed, that they have a responsibility — to let worry pervade their every hour, even those precious few required to refresh, balance, and sustain human effort.

That’s why it was bracing to hear the chief economist of a global bank describe how his CEO responded to this question at a recent meeting of senior employees. “I’m sick of that question,” the CEO had said. “Besides, it misses the point. More important is: What makes me leap out of bed in the morning?”

Via David Hain