People don’t like change. That’s just a fact of life.

Unfortunately, change is also a fact of life. And as you’ve probably noticed, it’s also a huge part of business.

Even before all the turbulence that was brought on by the pandemic, change management practices were being put to the test in recent years, as these shifts have been coming faster, and with more complexity and broader consequences.

Leading a team meeting can be tough even in the best of circumstances. You have to make sure everyone stays engaged, feels welcome to participate and can comfortably raise any issues. But you also have an agenda you need to get through and objectives to accomplish.

Meetings with remote teams can be even trickier to manage.

When was the last time you multitasked in a meeting? Drifted off? Got annoyed? Wished you were anywhere else but there? Or come down with a case of Zoom fatigue you just couldn't shake?

If any of that rings true for you, you’re not alone. In a Verizon Conferencing study, 91% of respondents admitted to daydreaming during meetings, and 39% said they’ve napped in them. Overall, research shows that employees waste a staggering 31 hours of unproductive time in meetings every month.

If creating better team management wasn’t already a priority, investing in resilient leadership development programs appears top of mind for more organizations this year. Companies realize the need to create resilient leadership to help guide teams through the year’s challenges and uncertainty.

As Certified Practitioners, one of the most common questions we ask is, “What’s next?”

After our Thinkers have taken the HBDI® and we go over their results and help them experience their own personal ‘AHA’ moments in a debrief session, where do they go from there? How can we help them continue on their journey of awareness and application of Whole Brain® Thinking on a daily basis?

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.”

This article is a guest post from Susanne Duke the founder of MARNI&Co., a consultancy that helps small and medium-sized companies sell and market like big brands.

Cognitive diversity is the inclusion of not only people with different ways of thinking but backgrounds, skills, strengths, and opinions. Teams that come together from differing departments encourage collaboration and innovation, creating a competitive advantage with customers.

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.

This article is a guest post from our partners Dr. Jay Chopra, of Making Shift Happen, and Damian Costello, of Decode Innovation. View their blog series here.

The tumultuous period that we are currently going through not only threatens the survival of businesses from a fiscal perspective, but also threatens the formation of inclusive work cultures that provide the conditions necessary for optimal individual and team performance. It may seem like a million years ago at this point, but pre-COVID-19, many businesses were already struggling to form inclusive work cultures, and managers were challenged to create inclusive teams.