These days, resilience is something that’s on all of our minds. We often hear it talked about in the context of how well we can “bounce back” from a setback or crisis. In some ways, though, bouncing back implies that we’re at the mercy of everything that’s going on around us. Or as Ann Herrmann-Nehdi put it in a recent LinkedIn post, “It feels like I am in a pinball machine.”
It's vital to continue to learn — however you can, wherever you can. In other words; challenge yourself to be a learner and not just a knower. But what exactly does being a learner really look like and entail?
Keep your growth mindset active doesn't have to be as taxing or heavy as you may think. Make it simple! Here are some quick mind hacks to keep you learning and growing on a daily basis.
Management consulting and human resources services group Edurom today enters a new partnership with Herrmann, global leader in the application of cognitive science to talent management, learning and development.
The partnership between the two companies means Edurom is now an official provider of Whole Brain® Thinking, a scalable framework built upon understanding of individual thinking preferences.
Understanding how you think is important. It is just as important as taking time out of the daily whirlwind to really think. Uninterrupted thinking time is one of the most essential ingredients for a more creative, productive, and satisfying life. (We like to think so, at least! Pun, semi-intended.)
Silicon Valley’s “diversity problem” has been getting a lot of attention for years, with articles digging into the lack of inclusive culture among of the technology industry and the growing pressure for change in the industry. There are even dynamic charts that track the diversity of the workforce and leadership in tech companies so you can stay up-to-date on where they are and how they compare. It's not just the technology industry that could stand for an overhaul of DEI policies, though.
[This post is an email that we sent to our clients on June 4, 2020.]
We felt it was important to reach out to you right now, as you are probably feeling a range of emotions in response to the horrific deaths of George Floyd, Breonna Taylor, and other people of color. We are, too. This grief is becoming all too familiar.
The shift to pandemic-related uncertainty and distributed work caught a lot of teams unprepared. By now, most have adjusted to the basics of remote work – spending most of your days on video calls and chat with your team, but have you asked yourself whether—and how—you could be doing things better than you were before disruption?
Over the past few years, more and more corporate leaders and consultants have been talking about a “new” kind of workplace diversity: cognitive diversity, which can also be referred to as diversity of thought.
All the attention it’s getting is something of a double-edged sword, though. On the one hand, it’s great that so many people are beginning to see that cognitive diversity plays an important role in a business’s success.
But on the other, the term itself is getting thrown around so much—often in very general or superficial ways—that it risks becoming just another piece of meaningless jargon.
Cognitive diversity isn’t just new packaging on an old idea about the dangers of surrounding yourself with “yes men.” It’s also not just another way of saying that if you let conflicting ideas and perspectives rub up against each other for a long enough time, eventually something positive will come from it.
In some form or fashion, working virtually has quickly become the reality for most of us today. And whether you’re working with colleagues, customers, vendors or others, there are more tools and apps than ever to help you collaborate across any distance, whether it's across the country or even across the globe.
But no matter how many tools and devices you have, effective collaboration still comes down to how effectively the parties communicate with each other. Particularly when you don’t always have the advantage of visual cues, tone of voice, or cultural nuances, the chances for miscommunication are high.
Here are 4 steps for making sure your communications get across in the way you intended, no matter what technology you use (these can even useful for when you’re communicating in person):
A little over a decade ago, the remote workforce was dominated by people in outside sales roles. They came into the office on occasion for meetings or, if they were local, to load up on marketing brochures and office supplies. But for the most part, they were out of sight.