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Just Don’t Do It: Fight Distraction with Subtraction

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Today’s world generates a lot of cognitive load, where our work and personal lives overlap and create even more complexities. We’re checking e-mails in the evening and on weekends, and making phone calls to resolve personal issues during the day.

We forget how much of the chaos in our lives is self-imposed. We complain about the complexity of our lives, we survey our crowded calendars and cluttered garages, and we wake up to the day already feeling overwhelmed. Yet at some point we agreed (or acquiesced) to taking on all those things. We complain about information overload even when we choose to over-consume information—a habit that we can control.

Here’s an idea: Don’t just do something—stand there!

When faced with a packed schedule and long to-do list, the

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How Do Your Employees Think? The Answer Might Surprise You

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Last week we talked about why you should expect difference when it comes to thinking preferences.

Taking it a step further, one of the things we’ve learned from the data we’ve collected is that not only can you expect difference, you can expect balance: Organizations, ethnic groups and any group of a large enough size will have a balanced distribution across all four quadrants of the Whole Brain® Model. That’s why we say the world is a composite Whole Brain®.

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Managing Up? Meet Them Where They Think!

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A big project deadline is looming. You’ve put specific checks and balances into a plan—reminders and tasks for hitting each milestone in a clear, linear process that leads to the end point—and your manager seems to ignore it all.

Every call and discussion seems to go over. Every meeting runs late. The calendar is a mess.

So while you’ve parceled out plenty of time for the work to be completed well in advance of the deadline, nothing gets done until the last minute. You’re left scrambling, putting out fires, feeling like all that prep work has been wasted.

Not only that, this same scenario plays out over and over and over again. No matter how

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Research Reveals Keys to Increasing Team Productivity

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How do you increase the efficiency of a group of people? How do you get more output from your existing human resources?

Those were the questions Charles G. DeRidder and Mark A. Wilcox examined as part of a six-year research study they conducted with the USDA Forest Service.

The premise of their study was that a diversity of thinking would help teams reach new performance benchmarks. Using the Whole Brain® Model as the foundation for their work, along with thinking style data from Herrmann Brain Dominance Instrument® (HBDI®) assessments, they documented significant improvements in efficiency and effectiveness when teams were designed to include a balance of thinking preferences.

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Engaging Employees: Pay Attention to What Really Matters

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Engaging Employees: Pay Attention to What Really Matters

From business magazines to HR publications to health and wellness websites, employee engagement is one of the hot topics of the moment.

The Googles and Zappos.com's of the world are often name-dropped as examples of companies that are doing it right, keeping their employees happy and, well, keeping their employees.

But what makes them happy? Is it the perks like free food and dry cleaning? The financial incentives? The social activities?

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Leadership in an Age of Information Overload

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What does it take to be an effective leader in an age of information overload?

In an HR.com webinar last month, Ann Herrmann-Nehdi showed participants how to develop their leaders’ “mind management skills” so they can successfully navigate in an increasingly noisy and demanding environment. If you missed the session, or if you want to view it again and download the slides, the recording is now available on the HR.com website.

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Q & A on Whole Brain® Thinking

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The Whole Brain® Model (shown above), based on 30 years of research, is a validated metaphor for how we think, providing a useful framework to diagnose and describe the different types of thinking involved in any organization. It divides thinking into four quadrants, two on the “left brain” side and two on the “right brain” side. All four of the different thinking modes are in use and available to all of us, but we tend to prefer certain types over others.

In what kinds of situations can Whole Brain® Thinking be used?

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Outsourcing your Cognitive Overload

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Like many others, I recently took off on vacation for a week. In the process I validated something learned earlier this year, that the most productive day of the year is universally the same day across the world: The day before you leave on vacation.

In order for me to mentally disconnect, I found myself in a very focused way, reviewing all of the short- and long-term projects and goals I have on my plate.

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Is Information Overload Hindering Today’s Thinkers?

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In today’s always-connected world, it seems as if we’re all constantly being bombarded with information. It’s one of the reasons clients have been telling us that their leaders need to build their nimble thinking skills. Living in an age of smartphones, social media and overflowing email inboxes means that having the ability to manage our thinking so we can focus with intention, even if only for a few minutes at a time, is critical.

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Time Management the Whole Brain® Way

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Recently over in our LinkedIn Group, someone asked how people tend to manage time according to their HBDI® Profile.

With so many of us being asked to do more with less and manage multiple streams of information and tasks, effective time management has become a necessity, and your HBDI® Profile gives you insights into how your thinking preferences impact the way you manage time.

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