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You can perform exceptionally well and still have plenty of time to do things you love other than work, like being with your family and friends; being great at work means performing in your job, infusing your work with passion and a strong sense of purpose, and living well, too, according to Morten Hansen in his book Great at Work: How Top Performers Work Less and Achieve More. The book offers conclusions on what it means to “work smart”, drawn from a study of 5,000 managers and employees.
The practice of flipped learning not only holds the promise of making teaching more effective and more fun but also leads naturally to avenues of productivity in scholarship and service, according to Robert Talbert in his book Flipped Learning: A Guide for Higher Education Faculty. The traditional higher education teaching model presents information in the form of lectures to large groups of students who then go away and undertake by themselves higher-order learning activities involving application, analysis and evaluation. In the flipped model, the students study the information by themselves, and then in group class time they undertake the more cognitively complex learning activities for which access to the teacher’s expertise is much more necessary.
What kind of leadership would you need to undertake the largest engineering project ever, where success depends on the use of technologies which have not yet even been invented, and where a well-resourced team of experts had previously failed with massive loss of financial resources and lives? Sam Chand explores the issues in his book Bigger Faster Leadership: Lessons from the Builders of the Panama Canal.
Innovation may never be a perfect science, but we have the ability to make innovation a reliable engine for growth, an engine based on a clear understanding of causality, rather than simply casting seeds in the hopes of one day harvesting some fruit, according to Clayton Christensen, Karen Dillon, Taddy Hall and David Duncan in their book Competing Against Luck: The Story of Innovation and Customer Choice.
The hallmark of a “wicked” situation is a rapidly transforming business environment in which established models of profitability and success are undergoing unpredictable changes, according to John Camillus in his book Wicked Strategies: How Companies Conquer Complexity and Confound Competitors. These complex, intractable and threatening wicked problems cannot be addressed by conventional strategies; instead, wicked problems require wicked strategies.
A focus on what’s fair may lead you to reject deals that make economic sense, or to accept deals that don’t, according to David Tollen in his book The Tech contracts Handbook (second edition). The better question is: would doing the deal under these terms be more profitable than not doing it?
There is absolutely no reason upstart digital companies have to supplant established firms. There is no reason new businesses have to be the only engines of innovation. The problem, according to David Rogers in his book The Digital Transformation Playbook: Rethink Your Business for the Digital Age, is that—in many cases—management simply doesn’t have a playbook to follow to understand and then address the competitive challenges of digitization. This book aims to fulfil that role, helping you understand, strategize for, and compete on the digital playing field.
Fewer than 1 percent of CEOs participate in CEO peer advisory groups, yet most of the high-performing CEOs who are members of a group say their experience has lifted their organizations and changed their lives beyond measure, according to Leon Shapiro and Leo Bottary in their book The Power of Peers: How the Company You Keep Drives Leadership, Growth and Success. While the CEO’s life can be a lonely one, it does not have to be.
The processes and incentives that companies use to keep focused on their main customers work so well that they blind those companies to important new technologies in emerging markets, and this leaves established companies vulnerable to new entrants who start by using the new technologies to target the low end of the market and gradually work their way upward to squeeze out incumbents in the profitable part of the market. That is the process of digital disruption for which Clayton Christensen is best known, and which is described in several articles in The Clayton M Christensen Reader.
While bullying says more about the bully than it does about you, you are the one who has to learn to stand up for yourself, according to Lynne Curry in her book Beating the Workplace Bully: A Tactical Guide to Taking Charge. Those who do not stand up to the bully’s initial attack signal they are easy prey and inadvertently encourage continued bullying. Even if what is happening is not your fault, you are the one who must fix it, because you cannot expect the bully to change.