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Simon Sinek: Why good leaders make you feel safe

Simon Sinek: Why good leaders make you feel safe
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Quote of the day Transitions : les 7 leviers de la révolution numérique Quand on évoque l’apport du numérique à nos sociétés, on dit souvent qu’il est une révolution en observant surtout certains de ses effets, particulièrement sa capacité a favoriser la collaboration… Pourtant, son rôle « capacitant » n’est qu’un des aspects de l’action du numérique, qui ne doit pas nous faire oublier les autres : sa capacité d’optimisation, sa capacité à « cognitiser » le monde comme le dit Kevin Kelly, à le rendre ouvert et transparent, à le rendre agile, à renforcer l’innovation… Dans le cadre du travail de prospective sur les Transitions qu’elle vient de publier, la Fing distingue 7 leviers, 7 impacts du numérique sur les transformations du monde. Autant de moyens de mieux comprendre sur quoi agit le numérique. Ce qu’il remet en cause. En quoi et comment le numérique est une révolution. On dit volontiers que la ‘révolution numérique’ va transformer tous les domaines d’activité humaine, tous les secteurs économiques, tous les métiers. Optimal De quoi parle-t-on ? Soft

9 Things Managers Do That Make Good Employees Quit Want your business to appear in Entrepreneur magazine? Tell us how you're empowering employees, and you could be selected for a full-page promotion provided by Colonial Life. It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door. Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs; they leave managers. The sad thing is that this can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part. First, we need to understand the nine worst things that managers do that send good people packing. Related: The 9 Worst Mistakes You Can Ever Make at Work 1. Nothing burns good employees out quite like overworking them. 2. 3. 4. 5. Good, hard-working employees want to work with like-minded professionals.

2014 Eco-Engineering Forum: Harnessing the Potential of Big Data The focus for the 2014 Eco-Engineering Forum is, The New Eco-System of Information: Harnessing the Potential of Big Data. This event is the sixth in a series of annual forums sponsored by Hitachi, and featuring panels organized by the American Association for the Advancement of Science and The Brookings Institution. Keynote Address The Honorable Terry McAuliffe, Governor of the Commonwealth of Virginia Panel 1: Big Data and Transportation We are at a point in American history where the confluence of technology and the built environment has tremendous ability to fundamentally change the way we experience places, how metropolitan areas function, and how we engage in public dialogue. Panel 2: Meeting Environmental Challenges

En France, le CDI n'est pas le principal frein à l'embauche Un CDI sur trois ne dépasse pas un an, un sur deux n'atteint pas trois ans. Sa rigidité a déjà été entamée, d'autant que les entreprises qui ne veulent s'engager sur la durée peuvent se rabattre sur maintes solutions de CDD. La reprise de l’emploi passe-t-elle vraiment par la remise en question du CDI? Le Medef, qui réclame une réforme du contrat de travail, met en avant la rigidité des contrats comme frein principal à l’embauche (pour près d’un chef d’entreprise sur trois), suivie du coût du travail et des incertitudes économiques. Pourtant, le premier motif qui peut inciter un chef d’entreprise à embaucher est l’amélioration du portefeuille de commandes. Même la réduction du coût du travail introduite avec le crédit d’impôt pour la compétitivité et l’emploi (CICE) et divers allègements de cotisations sur les bas salaires pour former le pacte de responsabilité (avec ses 40 milliards d’euros pour les entreprises), n’a pas encore permis de relancer les embauches. Un bouleversement culturel

What Kind of Thinker Are You? We all aspire to work better together. Technology is making some of that effort easier. But digital tools are only part of the answer. The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. In most organizations, there’s a standard set of tools we use to form, lead, and manage teams. We normally think of roles as being about what people do, such as team leader, project manager, or researcher. But in today’s marketplace, the smartest companies aren’t those that necessarily out-produce the competition. We therefore propose that just as team members today have assigned doing roles, there should also be thinking roles. One aspect of collaboration is about getting people aligned in what they do. So how should you evaluate about how you and your team think? Focus. This isn’t about picking one to the exclusion of the other. Orientation. These dimensions are complementary to personality, skills, and traditional roles.

Focus Area Forum On June 25, the Office of Naval Research will host the next Focus Area Forum. The forum is designed to assist ONR in developing the scientific foundation and advanced technologies in the area of data science. It will support tactical decision-making by bringing together researchers and Department of Defense stakeholders in panel discussions, Q&As, poster sessions and one-on-one conversations about research directions and challenges. (See registration details below.) Current Landscape: Assured information for naval forces relies heavily on extracting actionable knowledge for tactical decision-making from often heterogeneous data. Data science is the combination of how data is represented, organized, processed, shared and interpreted under relevant context and with necessary assurance. The challenge is: to automatically make use of this rich data -- with its varying degrees of quality, assurance, and uncertainty -- in the context of a mission to support tactical warfighting objectives.

Les voitures autonomes vont détruire des millions d’emplois Temps de lecture: 2 min — Repéré sur Quartz, Bloomberg, CNET, Autosphere La grande majorité des experts estime que la transition vers les voitures autonomes qui n’auront plus besoin de conducteurs sera progressive et se fera en quelques décennies. Mais il se pourrait bien que cette transition soit bien plus rapide et qu’elle ait des conséquences économiques et sur la société considérables et brutales. C’est en tout cas la thèse et la prévision de Zack Kanter sur le site économique Quartz qui est un spécialiste de la technologie. Son raisonnement est le suivant. Uniquement aux Etats-Unis, Elon Musk, le patron du constructeur Tesla explique que ces modèles 2015 sont déjà capables de conduire seuls 90% du temps. Et pour Zack Kanter, nous ne mesurons pas encore vraiment les conséquences de ce saut technologique. Selon une étude de la banque Morgan Stanley, les voitures sont en moyenne utilisées seulement 4% du temps sur une année, ce qui est un gaspillage considérable de ressources.

Use Storytelling to Explain Your Company’s Purpose The idea of “purpose” has swept the corporate world. Encouraged by evangelists like Simon Sinek, myriad firms like Nike, Adidas, Pepsi, and Coca-Cola are devoting real time and attention to explaining why they do. The idea of purpose was central to a book I co-authored. But activating purpose is impossible without storytelling, at both the corporate and individual levels. This is hard for most business leaders. I learned this lesson, most acutely, from Marshall Ganz, who teaches what he calls “public narrative” at Harvard’s Kennedy School of Government. To create a public narrative for your own organization, start with “self.” An excellent example of this is Steve Jobs’s address to the Stanford graduating class in 2005. The next step, “us,” aims to connect these values with broader shared values of the audience — clients or employees, for example. While it’s miles away from the battlefield of Agincourt, Burt’s Bees is a good example of how a business has applied this technique.

Yámana Science and Technology - Events 'Mapping the Systems of Science and Technology: Assessing Tools for Teamwork' was the next stage in convening critical conversations for the future of science and technology. This hands-on working conference included 'Tools Tueday' with an intro to mindfulness training (used since 2006 at Genentech-Roche) and 'Dynamic Interactions' lead by top facilitators in the industry. We explored a) the importance of impacts of workplace culture on individual and team performance b) key challenges in our systems of science and technology and c) some attributes of effective collaboration. We looked at how and where needs, challenges and opportunities interlock in the systems of science and technology, utilizing visual processes for 'Mapping the Systems of Science and Technology.' This working conference included scientists, IT specialists, educators, policy strategists, students, and post-doctoral scholars - people interested in making an impact through their work in science and/or technology.

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