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Derek Sivers: Keep your goals to yourself

Derek Sivers: Keep your goals to yourself

http://www.ted.com/talks/derek_sivers_keep_your_goals_to_yourself.html

The "Sandwich Approach" Undermines Your Feedback - Roger Schwarz by Roger Schwarz | 10:00 AM April 19, 2013 Have you ever used the “sandwich approach” to give negative feedback to your direct reports? You sandwich the negative feedback between two pieces of positive feedback. It’s a common method, but the sandwich approach may be undermining both your feedback and your relationships with your direct reports.

Everyheartbeat.org. A platform to bridge the digital divide and connect the billions of smart phones worldwide to the health ecosystem. Why we need to groom leaders who can handle ambiguity and complexity How do we typically select and train our leaders? They learn theories of leadership that often assume organizations are mostly stable, and that the environment and the people within them are predictable. Oh, yes, there is some attention paid to what to do in crisis, usually as a singular event, with an expectation to return to the norm. But the world today is highly unpredictable, and rapid and significant change is the norm. Our leaders must be flexible, adaptive. They must be able to handle ambiguity, and complexity.

Research Mapping Human Emotions Shows Strong Mind Body Connection Photo: Bodily topography of basic (Upper) and nonbasic (Lower) emotions associated with words. The body maps show regions whose activation increased (warm colors) or decreased (cool colors) when feeling each emotion. (P < 0.05 FDR corrected; t > 1.94). Leadership and Motivation - John Adair Most would agree that good people are essential to business success. Yet many good people do not contribute as much as they could do because they lack that magic quality - motivation. So what makes the difference, and how is it relevant to you in your work? In his book 'Leadership and Motivation', John Adair looks at the factors that influence motivation in a business context and identifies some specific drivers in the context of Action-Centred Leadership. The Fifty - Fifty Rule

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