Assess Your Team

Ann Herrmann-Nehdi

Recent Posts

Navigate Uncertainty Like a Pro with These Agile Thinking Secrets

/

The other day, a friend shared with me this nightly after-dinner routine at her house: She and her husband clear the table. She loads the dishwasher. She leaves the kitchen. He stays behind and rearranges all the dishes in the dishwasher.

“He always complains about how I load it,” she told me. “He says I don’t use the space efficiently enough. So we just have to run it more often! I’d rather do that than spend all day trying to organize every dish in there just so.”

I’m not going to weigh in on who’s loading the dishwasher correctly, but I do get where he’s coming from. There’s nothing more annoying than watching someone tackle a task when you know there’s a better way. No matter what you say or do, they won’t listen to reason, even though your way is the more precise way. Or the more efficient way...or thoughtful...or creative...

You know, the right way.

Sometimes, it feels like we spend a lot of energy trying to make sense of each other and the world around us. Whether we’re navigating the dishwasher protocols of our significant others, delegating a task to a direct report at work, or trying to find our way to the solution to a nagging business challenge, one thing is clear: Other people don’t always do things the way we would do them. And that can be pretty irritating.

The question is, why do people approach tasks, problems, decisions, ideas, and, yes, even the dishwasher, in completely different ways? Why do we all take different routes to the same destination?

Read More

Why Effective Leaders Make Time for Deep Thinking

/

If you’re a leader, you set the direction and vision for your organization or department, but there’s still a lot that’s not completely under your control: the behavior of other people, the state of the economy, the unfolding of world events, the overall pace of change. Sure, you can anticipate and react to these things, but you can’t totally control them.

What’s surprising, though, is how few leaders take the time to notice the one thing they can always control, even when the world is out of control: their thinking.

Read More

Introducing a Brand New Look for Herrmann®

/

The brain loves novelty, and it's a good thing, because our world at Herrmann is brimming with newness: new products and platforms, interesting new applications of Whole Brain ® Thinking, new technologies expanding the reach of our systems, new thinkers engaging in new places around the world, and fantastic new practitioners adding to our global community. What better time than now to transform our “face” to the world and as we grow into the future.

Read More

35 Thinking Tips and Applications to Celebrate Brain Awareness Week

/

Since March 13-19 is Brain Awareness Week (BAW), we thought it was the perfect time to compile a few of our favorite thinking-related tips and “brain hacks”—some “collected intelligence,” so to speak. And since we’re celebrating our 35th anniversary this year, we had a nice number to shoot for as we put together our list.

Start celebrating Brain Awareness Week with the 7 tips below, and then be sure to download the full list (at the end of this post) of 35 tips and ideas shared by our global network of HBDI® Practitioners and colleagues.

Read More

Should We Be Mindful?

/

With all the attention mindfulness has been getting, it seems like heresy to even ask the question. But a recent New York Times article, “Actually, Let’s Not Be In the Moment,” may well leave you wondering if we’re overthinking this whole thinking thing.

The truth is, mindfulness, like anything, can become a trend that gets oversimplified or watered down and ultimately leads to the type of cynical view that’s presented in this article. But rather than throw away the entire concept, it seems like it makes more sense to consider what aspects of mindfulness can truly benefit us and then to focus in on those.

Read More

Gain Clarity About Your Future With the One Sheet Technique

/

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?”

Read More

So Many Reasons To Be Thankful

/

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.

Read More

Inclusive Leadership Starts With You

/

“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).

Read More

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

/

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.

Read More

3 Tips for Overcoming the Frustrations of Collaboration

/

"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.

Read More

Search

Tags

see all

The Whole Brain Business Book 2nd Edition

Read the first two chapters and order your copy today!