A difficult job for leaders is recognizing and addressing trouble before it's too late, especially because some data only works as a lagging indicator, writes Kristin Hendrix. "For every one person that shares a concern, there are potentially ten more that don't," she writes.
Trustworthy leaders will help people improve, honor their word, manage pressure and take responsibility, writes Lolly Daskal. "That means maintaining the willingness to take charge when everything is falling apart and to take the blame when things go wrong," Daskal writes.
Workplace Holiday Party and Risks to Avoid With holiday season almost here, an employer should carefully plan for the event in advance to ensure their holiday party runs smoothly and to minimize liability. This guide provides employers with helpful tips around planning a workplace holiday celebration. Download XpertHR's Guide Now
Companies can restore public trust by implementing a Hippocratic-like pledge to act ethically, address inequality, embrace competition and focus on core competencies, writes INSEAD professor Pushan Dutt. "Such an approach can help restore faith in corporations, protect their brands and reputations, avoid accusations of hypocrisy, while focusing firms' attention on what they truly do best -- making widgets," Dutt argues.
The Upskilling Crisis Upskilling is critical to realizing value from technology in the workplace. However, while 70% of organizations have introduced at least one new technology in the past year, most leaders think their organization's skills gap is moderate to severe. Get the new survey results.
When team members ask leaders what they need to do, they're often looking for deeper answers that will help them make their own decisions, writes David Dye. "But if you only answer the question they ask, you can undermine their confidence, keep them dependent on you, and find yourself answering questions all day long with no time for your own work," he writes.
Prioritizing "audience before content" will help managers, salespeople and speakers discover the stories that connect with their intended audiences, writes John Millen. "Once you have a clearer picture of your audience, your job is to fill the gap, if there is one, between your objective and their needs," he writes.
Dan Heath: Top Management Thinker, Entrepreneur & Best-Selling Author The innovative business thought leader and New York Time best-selling author comes to Workhuman Live 2020. Dan Heath is the next big thing out there when it comes to innovative business thought leaders. In a word, he's unmissable. Check out our other speakers & register today!
If you aren't using the latest social media techniques, you might be losing some top talent to other companies' HR departments. According to a study by the Aberdeen Group, 73% of workers between ages 18 and 34 found their last job via social recruiting. Read more >
When wellness programs work, everyone benefits — with a ripple effect across productivity, employee retention rates and general morale. But cultivating a successful program with robust participation rates can easily rank as one of your most daunting challenges. Read more >
Innovation & Creativity
A weekly spotlight on making the next big thing happen
More chief innovation officers are being hired at large corporations, and consultants Darko Lovric and Greig Schneider offer a "field guide" to the various types of innovation chiefs. Some are technically focused, while others act more as motivators, for example.
What is your perspective on anonymous feedback (both giving and receiving)?
If you can't put your name to it, you shouldn't provide it.
It's acceptable anytime. People shouldn't have to identify who said it.
It's OK in rare instances where it's inflammatory, but not beyond that.
It should be anonymous all the time. Who provided it is irrelevant.
Put your name to it. Two-thirds of you believe people should provide their name along with any feedback they provide (with rare exceptions for inflammatory situations). The mindset of owning your perspectives seems to be prevalent. The rest of respondents believe anonymous feedback is acceptable anytime or should actually be the default. The question on the table is why should the feedback be anonymous? Is it fear of consequences? Reprisals? Not wanting someone to think ill of us for saying unflattering things about them? If you prefer the anonymous route, question why you're hesitant to put your name to your thoughts. Sometimes feedback recipients want to get clarification on feedback they receive but if it's anonymous, they don't know who to speak with. Often I've found anonymous feedback gets discounted or disregarded, as well, so anonymity may be reducing the impact of your message. -- Mike Figliuolo is managing director of ThoughtLeaders. Before launching his own company, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a graduate of the U.S. Military Academy at West Point. He's the author of three leadership books: "One Piece of Paper," "Lead Inside the Box" and "The Elegant Pitch."
When someone does something differently than you would, how do you react?
Large-scale structures made of hydrogen gas and dark matter may be responsible for the synchronous motion of galaxies separated by tens of millions of light-years, according to a recent study. Scientists are studying the universe for more evidence of such motion, which could change current cosmological models.