Whenever we place someone in a position beyond their abilities, it can rack them with insecurity, fear and doubt. In an organisation, power can poison talented people.
There is now more pressure on established companies to innovate. The challenge most companies face is how to develop new products for new markets, while managing their core business at the same time.
Robert Hogan developed one of the globe’s leading personality assessments to identify the 11 personality scales that cause leaders to fail time and time again.
“What we know is a drop, what we don’t know is an ocean.” – Isaac Newton
“It is impossible for a man to learn what he thinks he already knows.” Epictetus […]
“The decision-making that we rely on in society is fallible. It’s highly fallible, and we […]
EP 219: Humility Is the New Smart, Rethinking Human Excellence In the Smart Machine Age with Ed Hess
Edward Hess tells us the crucial mindset underlying NewSmart is humility–not self-effacement but an accurate self-appraisal: acknowledging you can’t have all the answers, remaining open to new ideas, and committing yourself to lifelong learning.
Today’s leaders are getting stuck at an ever-increasing rate as they reach outside their core capabilities in search of growth. After experiencing this himself, and observing countless other CEOs facing a similar battle, our guest decided to do something about it.
Being a good leader doesn’t require being a bad person, and if you know what to look out for, you can keep your ego and hubris in check and become (and stay) a leader who is effective, successful, and good.
This episode offers practical guidance for teams and organisations who are serious about success in the modern economy.
With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of “fitting in” and “going along” spells doom in the knowledge economy.
Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process.
People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. Today we explore a culture of psychological safety and provide a blueprint for bringing it to life.
We explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes nurture the level of engagement and candour required in today’s knowledge economy How can we fertilise creativity, clarify goals, achieve accountability, redefine leadership, and much more.
Psychological safety helps bring about this most critical transformation.
We welcome the author The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth and the mother of the concept of Psychological safety, it gives me great pleasure to welcome Amy C. Edmondson
More about Amy here: https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451