The focus of your core training should be on creating the space and capability for great thinking and relationships.
That’s Lisa Haneberg on how to ensure training is not a waste of time. I so agree.
finding a more human way of connecting in the networks we belong to
Embracing uncertainty and avoiding simplistic solutions
What’s going on when we use language?
There’s more potential in each moment than we realise
there’s more to meeting fear than our thoughts
getting out of the rut in familiar relationships
learning from experience, not theory
noticing the effect our stories have on us as tellers
Being careful where we invest our imagination
why being patient with confusion might be a better way to teach
Bob Sutton has an interesting post linking to this New York Times story: After Bankruptcy G.M. Struggles to Shed a Legendary Bureaucracy. A manager relates how the company’s legendary bureaucracy
I keep meaning to write a long, well-argued rant against a basic assumption in much corporate thinking: that we’re all basically computers on legs that simply need reprogramming to achieve
Neil Perkin examines the success of the New York Times paywall. In a nutshell, it works because it’s porous. Porosity is a concept that’s caught my attention before. I guess
I’m getting to a certain age and I think I’ve been to enough crappy conferences and events in this lifetime. I am all for adventure and risking failure. But I’m
I help teams work together better. My work ranges from leadership development to team building and event facilitation
© 2024 Johnnie Moore | Privacy | Hosted by Wingnut
