Scientists are discovering how conversations cause a rapid cascade of neurochemicals in the brain, laying the foundation for trust or distrust.
To remain competitive, leaders must understand the powerful conversational rituals that prime the brain for trust, partnership and mutual success.
For Small Business Week, the 5/1/17 issue of Crain’s Chicago Business had an article on lessons learned from some of the most successful small businesses in Chicago. One of them was Naf Naf Grill, a Chicago-based chain of Middle Eastern fast-casual dining. Their lesson was on the importance of simplicity and focus, especially before expansion
I’m always looking out for key trends and unexpected (or unusual) connections / correlations in the marketplace. Recently, while stuck in a checkout line at the grocery store, I noticed that I (and others) were using our phones. In the past, people waiting in line used to read the tabloids. It struck me that, now that cell phones are widely available, tabloid sales must be suffering…
Syntegra, currently in the process of selling Moleskine, will end up enjoying a 19 fold return on their investment in just 10 years. It probably isn’t a co-incidence that, after buying Moleskine, Syntegra hired a new CEO from the luxury jewelry company Bulgari.
How we respond to failures and bounce back from our mistakes can make or break our careers. The wisdom of learning from failure is undeniable, yet individuals and organizations rarely seize opportunities to embrace these hard-earned lessons. Emotionally intelligent leaders demonstrate resilience.
Surveys and studies indicate global job dissatisfaction is at a two-decade high. Disengaged employees account for nearly 70 percent of the workforce, which significantly affects the bottom line, according to data from Towers Watson. They cause corporate income, earnings and profits to suffer to the tune of $500 billion each year.
Comparative surveys also indicate that leaders believe engagement is higher than it actually is. Appearances never tell the full story, contributing to this disconnect in perspective. Busy people are not necessarily engaged but may be overworked. Leaders struggling in a dysfunctional culture may not discern low performance levels.