At our core, we are a diversity company. Our specific focus at Herrmann is on cognitive diversity, but ultimately, our technology and tools are about helping people value and leverage diversity and create more inclusive organizations. This is what we do for clients, and it’s something we’re continually working on internally as a fully remote team ourselves.

Over the last six months or so, we’ve had some candid and eye-opening discussions as a team about diversity in all its dimensions and what it means to be equitable and inclusive, both at an individual level and as an organization.

We’ve seen firsthand how powerful it is when you give people a safe space for these sometimes difficult but necessary conversations and the opportunity to expand their worldview.

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.

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.)

In March this year I joined Herrmann, a 100% remote company. It was exciting but also a little bit daunting as I have never worked for a remote company before. Taking into consideration that I am based in South Africa while the leadership team and most of my colleagues are based either in the US or the UK, it all felt very new to me, and I really did not know what to expect, especially when it came to what remote onboarding would be like.