A model for improving organisational success

A model developed by BlessingWhite for organisation success highlights the importance of culture and employee engagement. These aspects can be very challenging for leaders faced with a long list of TO DO items that cover technical, financial, marketing or other aspects. See http://bit.ly/aR3P8d

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The paradox of choice – Barry Schwartz TEDTalks (video)

We often complain that we don’t have enough choices but this research presentation shows that more choice is not necessarily a good thing. It is also in line with research written by Richard Thaler and Cass Sunstein in their book Nudge which shows that we avoid making decisions in the face of complexity and the importance of opt-in versus opt-out in results achieved. Check out this episode of TEDTalks (video) at The paradox of choice – Barry Schwartz

http://feedproxy.google.com/~r/TEDTalks_video/~3/aszVtXh1DBA/93

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Investing – how not to be your own worst enemy

A great book to understand the behavioural reasons why investing is best not left to intuition is this one by James Montier -The Little Book of Behavioral Investing: How not to be your own worst enemy (James Montier)  He quotes Jeremy Grantham, chief strategist of GMO, who penned the following: “As this crisis climaxes, formerly reasonable people will start to predict the end of the world, armed with plenty of terrifying and accurate data that will serve to reinforce the wisdom of your caution. Every decline will enhance the beauty of cash until, as some of us experienced in 1974, terminal paralysis sets in. Those who were over invested will be catatonic and just sit and pray. Those few who look brilliant, oozing cash, will not want to easily give up their brilliance. So almost everyone is watching and waiting with their inertia beginning to set like concrete. Typically, those with a lot of cash will miss a very large chunk of the market recovery. There is only one cure for terminal paralysis: you absolutely must have a battle plan for reinvestment and stick to it. Since every action must overcome paralysis, what I recommend is a few large steps, not many small ones. A single giant step at the low would be nice, but without holding a signed contract with the devil, several big moves would be safer. It is particularly important to have a clear definition of what it will take for you to be fully invested. Without a similar program, be prepared for your committees enthusiasm to invest (and your own for that matter) to fall with the market. You must get them to agree now quickly before rigor mortis sets in. . . . Finally, be aware that the market does not turn when it sees light at the end of the tunnel. It turns when all looks black, but just a subtle shade less black than the day before.

Hope this helps in the current environment when the bears our out with talk of double-dip recessions and bad news stories – which always sell more papers as we feed on fear.

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Motivation – money or meaning?

As Malcolm Gladwell says in Outliers..”the more money they made the next day on the streets. Those three things—autonomy, complexity, and a connection between effort and reward—are, most people agree, the three qualities that work has to have if it is to be satisfying. It is not how much money we make that ultimately makes us happy between nine and five. It’s whether our work fulfills us.”

Hard work is a prison sentence only if it does not have meaning. Once it does, it becomes the kind of thing that makes you grab your wife around the waist and dance a jig.” Malcolm Gladwell Outliers.

This theme is repeated by a number of authors and discovered via a number of controlled experiments yet we resist it as it just seems too hard compared to simpler carrot and stick approaches. These reward approaches whilst ineffective make us feel as leaders we are doing something..but is it enough?

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Decision Making

A lot of the time our role as a leader requires us to make decisions. Some times they are tough, and sometimes we get them wrong.  So how do we minimise the risks of getting decisions wrong whilst avoiding procrastination and missing opportunities?

An interesting book called Think Again: Why Good Leaders Make Bad Decisions and How to Keep it From Happening to You by Sydney Finkelstein, Jo Whitehead, Andrew Campbell examines a number of decisions that have gone wrong and identify the issues you should be conscious of when making a decision so as not to fall into the trap that others.

A number of red flags are identified when looking at the decision to be made that will allow you to identify when you should pause and re-assess.

For a summary of the book and a precis of the decision making issues see the link below

http://www.managementtoday.co.uk/search/article/876042/make-better-decisions/

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Malcolm Gladwell: What we can learn from spaghetti sauce

When we average demand or need we may be way off the mark and open to being misled by market research results, survey results or other analysis.

A great example of this is provided by Malcolm Gladwell when talking at TED

Check out this video on YouTube:

Sent from my iPod

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