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Ann Herrmann-Nehdi

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Gain Clarity About Your Future With the One Sheet Technique

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My dad was an accomplished guy. For years before he started his own assessment and consulting company, he directed management education at General Electric. In his mission to apply brain dominance theory to learning, he created a body of work that included two books and the Herrmann Brain Dominance Instrument (HBDI®). He also actively pursued his avocations—landscape painting and singing. In college, he majored in physics and music, and he once performed in an opera at Carnegie Hall.

One day I knocked on the door of my dad’s office and said, “Okay, level with me. How did you get all this done? What’s the real scoop?”

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So Many Reasons To Be Thankful

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As we head into the Thanksgiving holiday here in the United States, we at Herrmann International have a lot to be grateful for.

In just over a month, we’ll be saying goodbye to our long-time headquarters location in Lake Lure, North Carolina, as we transition to a fully virtual operation. It’s a bittersweet moment as it is—nostalgia for the past mixed with excitement about all the new things we’re planning for the future.

But Mother Nature has added a new twist to this story.

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How to Keep a Virtual Workplace Engaged, Productive and Happy

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We’re making a big move at the end of 2016. After three decades in our current headquarters location, Herrmann International is going virtual.

This new virtual workplace reflects the increasingly global and dispersed nature of our organization—even here in the U.S., many of our employees are scattered across states and time zones. At the same time, technology is offering more ways than ever for people to stay connected and interact with each other, whether they’re in the same building or not.

But we also recognize that you can’t just flip a switch and expect everything to continue business as usual. So we’ve been approaching this move from a Whole Brain® perspective: The goals and objectives are clear (A quadrant), and we’re keeping our eye on the future (D quadrant), but we also have to prepare for the journey (B quadrant) and keep people engaged every step of the way (C quadrant).

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Inclusive Leadership Starts With You

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“If you seek to lead, invest at least 50% of your time in leading yourself.”

This quote from Dee Hock, the founder and former CEO of Visa International, is a constant reminder to me that the ability to influence others hinges on what you see when you look at yourself—specifically, at the way you think.

There’s a lot of mystique around what makes leaders tick, but one thing is clear: truly effective leaders are ambidextrous in their thinking. In the early stages of solving problems or making decisions, they consider all of the available options. For them, it's not an “either option A or option B” world. It's “option A and option B.”

In other words, in Whole Brain® Thinking terms, most CEOs are multi-dominant in their thinking preferences. They have a natural mental agility that allows them to move through several different modes of thinking. During a single conversation, they might analyze the causes of a problem (A-quadrant thinking) and offer a creative solution (D quadrant) that enhances the customer experience (C quadrant). In addition, they might translate that solution into a project plan with a detailed list of next steps (B quadrant).

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Why Inclusive Leadership is Critical to Solving the World's Greatest Challenges

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Today, I’m writing to you about an issue that hits home for me, particularly as a business leader in North Carolina. You may have heard about the state’s recent passage of House Bill 2, a law that blocks local governments from passing anti-discrimination rules to protect gay and transgender people.

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3 Tips for Overcoming the Frustrations of Collaboration

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"The whole is greater than the sum of its parts." – Aristotle

I played the flute earlier in life and remember the thrill of my first solo performance, particularly exciting since I had written the music. But as lovely as that was, a solo flute with no accompaniment has a singular sound. It comes alive when other instruments join in.

Playing in the school band transformed my solo voice into a full blown and complete tapestry of performance—one that a solo instrument really couldn’t match. It was more challenging, but the effort was clearly worth it.

I thought about this recently as I was collaborating on a presentation for a conference with a client. I’m used to working alone on many of my keynotes, and I quickly discovered that this type of collaboration takes a lot more time and back and forth.

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How to Help Leaders Help Others Grow

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I was excited to read about my friend and colleague Bill Treasurer’s upcoming webinar for NetSpeed Learning’s 2015 Thought Leader Webinar Series, Open Door Leadership: A Radically Simple Way to Lift People, Profits and Performance. Bill’s session will focus on how leaders can “create meaningful opportunities for challenge and growth.”

Of course, you don't have to look far in this environment to find a challenge. There’s a reason VUCA (volatile, uncertain, complex, ambiguous) has become the acronym du jour for describing today’s business world. But too often I’ve seen high potential programs and similar initiatives designed to help people stretch beyond their comfort zones so they can further their growth and careers actually backfire because the people involved weren’t set up for success.

The point is to get them to stretch, not to snap!

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