SELF IMPROVEMENT AND MOTIVATION

When you’re a leader   no matter how long you’ve been in your role or how hard the journey was to get there  you are merely overhead unless you’re bringing out the best in your employees. Unfortunately, many leaders lose sight of this. Power, as we have studied, can cause leaders to become overly obsessed with outcomes and control, and, therefore, treat their employees as means to an end. As I’ve discovered in my own  research  in home got forsaken organisation, this ramps up people’s fear — fear of not hitting targets, fear of losing bonuses, fear of failing — and as a consequence people stop feeling positive emotions and their drive to experiment and learn is stifled. Take for example a food delivery service that I’ve studied. The engagement of its drivers, who deliver milk and bread to millions of customers each day, was dipping while management was becoming increasingly metric-driven in an effort to reduce costs and improve delivery times. Each week, managers held

The  Covid-19 crisis  has now reached a new critical phase where public health systems need to act decisively to contain the growth in new epicenters outside China. Clearly, the main emphasis is and should be on containing and mitigating the disease itself. But the economic impacts are also significant, and many companies are feeling their way towards understanding, reacting to, and learning lessons from rapidly unfolding events. Unanticipated twists and turns will be revealed with each news cycle, and we will only have a complete picture in retrospect. Nevertheless, given the very different degrees of preparedness across companies, the further potential for disruption, and the value of being better prepared for future crises, it’s worth trying to extract what we have learned so far. Based on our ongoing analysis and support for our clients around the world, we have distilled the following 12 lessons for responding to unfolding events, communicating, and extracting and applying l