For 40 years, Herrmann has been at the forefront of creating transformative thinking with the Whole Brain® Model and the HBDI® assessment. As our founder Ned Herrmann once said, “The ability to think is what makes us human.” This rings as true today as it ever has in a rapidly evolving world and workplace. More and more companies are exploring the human side of doing business and equipping their teams with tools to inspire better thinking for a better world.
Leaders are responsible for managing, guiding, training, coaching and supporting their teams to ensure alignment, growth and success — all while handling your own daily responsibilities. It can feel impossible to make time for deep thinking about your own work.
Every established organization gets disrupted eventually. If you’re lucky enough to survive it, you’ll probably wonder why you didn’t see it coming and what you can do differently next time.
By taking the time to stop and think, team members can gain a better understanding of their role in the team's success and identify areas where they can improve. Research shows that teams are more effective when they harness cognitive diversity by doing things outside of their comfort zone and pausing to stop and think about what they are doing.
In a recent webinar, our Chief Thought Leader Ann Herrmann-Nehdi, and our Head of Content Ashley Blackburn shared evidence-based strategies for creating high-impact stop-and-think moments to maximize your team's effectiveness.
These strategies can help you create a more cohesive and productive team by encouraging individuals to pause and reflect on their work and the team's goals.
Throughout my career, I’ve found that one of the most rewarding and challenging aspects of the work I do is the people I work with.
Recently our Chief Growth Officer, JT Tompkins, had the opportunity to sit down with Lukas Haensch from Pathmark, to discuss how well aligned Herrmann's team is to their core goals.
In this podcast, JT shares how Herrmann's proprietary Whole Brain® Thinking approach makes it easy to build alignment, engagement, and agility across teams and organizations.
Listen to the full podcast below to hear about Herrmann's success over the years and how they plan to drive growth further. "The team is working on refining the target audience and optimizing messaging while successfully driving outbound strategies alongside their inbound efforts," said JT Tompkins.
Remote and hybrid work are here to stay as leading companies recognize the value of distributed teams and flexibility. Meanwhile, workers across industries are demanding the right to work where they want and when they want. As a result, business leaders must invest time in learning the skills and practices needed to build trust in a virtual team.
According to the Whole Brain®framework, workers who prefer experimental and analytical thinking styles tend to be more rational. They take a more logical and cognitive approach to problem-solving, using facts, figures, and statistics to guide their decision-making, rather than relying on gut instinct or intuition. Rational thinkers tend to be more organized than intuitive thinkers, and they may feel uncomfortable with chaos or ambiguity. So when it comes to handling stress – whether that’s a heavy workload, unrealistic timelines, a lack of support, or workplace culture – rational thinkers will react and respond differently to someone who is guided by their emotions. For rational thinkers, managing stress and decision-making under pressure is all about structure, certainty, and transforming the complex into the simple.
We, at Herrmann, know that managers and the employees they lead are a company’s most valuable asset. Employers grow when their employees are growing. If an organization wants to survive or better thrive, they must start by developing managers into learning leaders. To best do that, they have to understand what managers and teams are up against first.
Herrmann believes in being on the forefront of helping organizations position its staff to work more productively and inclusively at scale. Our Whole Brain® Thinking is always about seeing the future and finding ways to ensure business process approaches are thoughtfully executed, measured, and collaborative. How can we do better? How can we be better?