Emotional Intelligence and Human Capital

Article

How to Predict the Future (and How Not to)

Article | Source: LinkedIn | Published: February 8, 2013
Moody’s and Standard & Poor’s have just been charged with knowingly misrepresenting the credit risk involved in some of the mortgage-backed securities they rated during the run-up to the 2008 financial crisis. The agencies will ... Read more
Blog

HCI Summit Spotlight: Liz Wiseman

Blog | Author: Katherine Ratkiewicz | Source: HCI | Published: February 6, 2013

In just under two months, we’ll ditch this winter snow and bask in the warm sunshine of Orlando, FL for HCI’s annual Human Capital Summit. By now you’ve probably heard about the Summit theme: Building Successful and Adaptive Talent Management in a VUCA Environment (VUCA – describes an environment characterized by: Volatility, Uncertainty, Complexity, and Ambiguity); and you’ve also started monitoring the list of rock-star keynotes as it continues to grow each week. 

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Article

Why You Love That Ikea Table, Even If It's Crooked

Article | Source: NPR | Published: February 6, 2013
Have you ever spent a couple of hours working on a craft project — or a presentation for work — and then fallen in love with what you've accomplished? Do the colors you've picked for your PowerPoint background pop so ... Read more
Leading Away from Comfort

Leading Away from Comfort

Blog | Author: Bill Treasurer | Source: HCI | Published: January 24, 2013

It may surprise you that your job as a leader is to make people uncomfortable. Why? Because people learn, develop, and progress in a zone of discomfort, not comfort. It is in the pursuit of challenges that are hard, scary, and uncomfortable that people discover their worth, and convert potential into actual skills.

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Leadership Strength

The Key to Leadership Strength

Blog | Author: Aubrey K. Wiete, M.A. | Source: HCI | Published: December 13, 2012

Leader is a big word. For many, it evokes an image of a stern, accomplished person calling the shots, signing off on every detail, and voluntarily carrying the weight of an organization on their shoulders. This person is not infallible, but they are treated as such. Employees may look to them with high esteem, but find them intimidating or even unapproachable. Reverence is an enticing quality, but it quietly stunts growth and hinders progress.

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Tough Leadership

Extreme Leadership: You Go to a Crisis with the Values You Brought

Blog | Author: Krystin Fakalata | Source: HCI | Published: November 9, 2012

Please take 6 minutes and 47 seconds to watch this video and pay attention to the statements and the kinds of reactions each person in this story has to the situation. Warning: there are some graphic, semi-bloody images, but as former General Thomas Kolditz says, “If you are affected by graphic sights in war situations, you better toughen up a little bit—quick.” Also, you may want to have a few tissues handy:

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Attitude Boots

Put On Your Attitude Boots & Find Your Focus

Blog | Author: Krystin Fakalata | Source: HCI | Published: November 8, 2012

“I used to work stupidly hard, but then I bought my attitude boots,” sang John Reid-Dodick, AOL’s Chief People Officer. John spoke about the rapidly changing work environment at AOL over the last few years and the pressure it puts on leaders. They’ve made so many changes and undergone such dramatic shifts in business models that their “normal” pace of business could only be characterized as frantic. John likened this kind of frenzied ramp up to the example of a frog in boiling water: as the water slowly gets to boiling temperature the frog is so used to the increased temperature that it doesn’t try to escape the pot of water—then it dies. A tough comparison for a work environment, for sure, but one that many companies have been grappling with in recent years with the tough economy.

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Proactive Coaching

The New Coaching Model

Blog | Author: Aubrey K. Wiete, M.A. | Source: HCI | Published: November 1, 2012

Do you or your kids play sports? Watch them? Next time you’re at a game, take a long, hard look at the coaches on the sidelines. What is their role, and how are they behaving? In business, coaching has become a new buzzword. And yet, it is still largely seen as a remedial solution to solve problems in leadership. Not every organization suffers from this perspective, but it is a widespread challenge. Instead of focusing on making improvements, coaching is often used in a reactive way. But, is that the best use of a coach?

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