The CEO and founder of Brightfox, Deena Fox argues that companies should focus on satisfaction, rather than happiness. Writing here for fastcompany.com she says that; “Companies often promise their employees happiness to attract and retain the brightest talent—but in reality, if you want happy employees, you need to hire happy people.” Here at Thought Patrol we agree wholeheartedly, whilst environmental factors are important, ultimately aptitude and especially attitude, will prevail.
These are turbulent times. The news cycle is too fast. Climate change is wreaking havoc with fires, floods, and droughts. Rising inequality and political unrest have brought polarization and violence. Technology is disruptive and markets are volatile. How do you lead through such acceleration and uncertainty?
A new book offers a recipe for how to reset your business to last a hundred years. Maureen Kline, writing here for Inc, takes a look at a new book that wrestles with the need for adaptation and sustainable thinking.
It’s an organization’s North Star that enables agility in times of change and transformation. We all know that in today’s business world it’s essential to stay flexible and be agile. Here is a portion of Jan Bruce’s take on the importance of a clear sense of purpose in enabling agility. Jan is the CEO and co-founder of meQuilibrium, the only human capital management platform based on the science of resilience, writing here for Forbes.
Andrew Fayad is the CEO of eLearning Mind, a creative agency focused on designing custom multimedia and digital learning experiences. Here he is writing for Inc exploring a ‘Modern leadership Philosophy’ that creates a culture of commitment. Not surprisingly, we heartily agree!
It goes without saying that lessons learned on the battlefield serve as poignant examples for leadership in action; after all, people’s lives are at stake. So without further ado, here are five powerful lessons that will change the way you view leadership forever. The leader is ultimately responsible for the success or failure of the team
Lack of engagement in the workplace and failure to get the most from our people isn’t a result of lack of awareness. Various surveys and polls indicate that 80 – 90% of organizational leaders recognize that lack of engagement is preventing them from getting the most from their people. This failure to maximize human potential is costing businesses money and productivity.
When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.
“My job is to do what I am told for eight hours a day so I can get a check.” The second person replied, “My job is to crush rocks.” The third person said, “My job is to build a cathedral.”
Heineken Mexico CEO, Dolf van den Brink, estimates that the company is saving several million dollars a year by selling their used paper bottle labels to paper companies to make napkins and tissues.
Just as there are universal principles that determine what works and what doesn’t work in a business, the same can be said about leadership.