If leaders feel they have to act like old-school commanders, all bluff and bluster and Trump and chunder, their followers are doomed. But if they ask questions of those around them, and listen intently to the answers, they will engage, empower and motivate staff and will likely be surprised, delighted and empowered by what they hear.
When an IT Director revealed to me the true power of technology, it became clear that the positively intended COVIDsafe app should be the least of our concerns.
As Joni Mitchell sang, “Don’t it always seem to go, that you don’t know what you’ve got ‘til it’s gone”. Staff are missing their workplaces in ways they never imagined. Why is this, and what can be done about it?
Everything we know about innovation suggests the COVID-19 environment might provide the perfect setting for big, new ideas. Why? Because we’re now away from our offices, which typically destroy creativity.
There’s a newer, shinier and altogether more positive way to network in business, and it doesn’t even involve a single business card. Personal networking is about building a small, passionate team and connecting as human beings, which thankfully is about as far from the old definition of networking as we can possibly get!
It’s easy to tell car-crash stories about mismanagement during the COVID-19 crisis, so let’s do just that! Within these tales of disaster are valuable lessons, and surprisingly fine lines between good and bad, for managers who wish to rise above.
Neuroscience teaches us how 30 seconds in a leader’s morning can improve, or damage, the productivity of their workforce. In this three-minute read, a neuroleadership expert tells Chris Sheedy how, and why.
Despite the fact that interviewing is the second-most important tool in a journalist’s kit (after the ability to string words together), universities and other education bodies simply ignore the skill of interviewing, as if it cannot be taught. But of course it can.
Our client, like every great organisation, realised the vital importance of content in terms of thought leadership, customer relationships, market relevance and so much more. But they felt as if they could be doing better, and they were right. Here’s what they were doing wrong.
When the CPA Australia content management team required a piece of editorial to explain the power of machine learning to their organisation’s international membership, they approached THE HARD WORD. We organised a deep case study to illustrate the opportunities and challenges of the tech.
