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Certain people in any team, always tend to come up with novel ideas. Such ideas can be termed as the seeds of innovation. For team leaders, it is often a challenge, how to motivate these kind of employees to get the bets out of them. For this to happen, these employees need to be assigned the right roles where their innovative juices can make an impact. The team must be built around them, instead of them being fitted around set roles. Business innovation must be rewarded. Innovative people are often known for certain idiosyncrasies. These need to be tolerated up to some point as that is what sets them unique. They may be non-conformist and individualistic at times. Such people need challenges at all times to spur them on. Pressure must be exerted, but not too much of it as that may break the fragile balance between innovation and productivity. The talent recruitment must be geared specifically to bring in cognitive diversity to the team. The leaders must above all be humble, weeding out most elements of narcissism.

Source:https://hbr.org/2018/11/motivating-your-most-creative-employees

Uploaded Date:17 November 2018

There is a need at present for agile managers. Across regions, tenures, industries, company sizes and functional specialties, business research was conducted by McKinsey to gauge the moods of the people. It merged that 37% of the respondents’organizations were carrying out such transformative exercises and another 4% have already implemented these changes. The agile workplace has smaller empowered teams divided known as squads. Management roles are allocated for this system, different to the traditional ones. On top is the chapter leader who heads functional levels. Then there is the tribe leader whose role is akin to the traditional general managers. They ae often termed as mini-CEOs. The squad leaders meanwhile are not bosses in the traditional sense, but coordinate the activities of their team members.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/the-agile-manager

Uploaded Date:15 November 2018

A professor at the London Business School learnt some major life and work lessons while he was suffering from cancer. He understood on how focusing on the positive always brings value. This happened when he realized the chemotherapy was actually medicine and not poison. He also started identifying with certain stories. These stories sound particularly fascinating during talent recruitment rounds as extrinsic requirements are on the line. But gradually, one needs to start improving the storyline and come up with a better one. The story must not remain theoretical though. One needs to match personal behaviours to the story. Of course, one’s own story may never be objective in the full sense. But, it ought to give a certain direction.

Source:https://hbr.org/2018/10/the-most-powerful-lesson-my-cancer-taught-me-about-life-and-work?utm_campaign=hbr&utm_medium=social&utm_source=twitter

Uploaded Date:12 November 2018

In the modern workplace, most employees work on multiple teams across multiple projects. That is why theirs could be called a Multiple Team Membership (MTM). Naturally, these MTMs work under different bosses within each team. In some cases, one boss could be common to these two teams. It is also well understood that not all bosses are adept at talent management. In fact, a major challenge for these bosses could be when they need to take polar different stances under different projects, especially when one or more of the team members may be common. The good news is that even if the bosses are inadequate at one project, the employee can always rejuvenate if under a more empowering leader in another. Empowering employees has got to be a key tenet to be followed by leaders working as part of different teams.

Source:https://hbr.org/2018/09/research-when-employees-work-on-multiple-teams-good-bosses-can-have-ripple-effects

Uploaded Date:12 November 2018

One of the greatest challenges in talent management is to handle all sorts of people. This is especially true for managing ‘difficult people’. But on closer observation one realizes that a lot of such so called people find success elsewhere. This is because work success depends to a lot on the ecosystem created. The leader periodically needs to flip one’s perspectives to get the best idea. For this low-stakes spaces need to be created where one is allowed to make mistakes in non-critical tasks. One learns along the way. Whatever frustrations arise in managing the people, certain patterns will keep repeating. The leader must identify these to find solutions to the impasse. At times, one simply needs to let go. Certain things will never get straightened, so one has to find a way of working around it.

Source:https://www.strategy-business.com/blog/Theres-No-Such-Thing-as-Difficult-People?gko=8a524

Uploaded Date:10 November 2018

There is now a move to represent diversity at each stage of the corporate ladder. This is also true about networking events. Some ways exist which managers can adopt to ensure such events may be more inclusive. First of all, managers must learn more about employees’ preferences, especially among those form underrepresented backgrounds. The panning committee must have people from diverse backgrounds. More events must be planned where alcohol is not included or isn’t central to it. Similarly, more daytime events ought to be organized. Some events must deliberately be planned outside the work hours. While forging new connections, bosses must show the lead by connecting with people from minorities and diverse backgrounds. Proper analysis must be done on the events’ success and the backgrounds of those attending. Business intelligence about the events must be gathered by asking for genuine feedback from the participants. One needs to look out for the blind spots to gauge this.

Source:https://hbr.org/2018/10/how-managers-can-make-casual-networking-events-more-inclusive

Uploaded Date:10 November 2018

Emotional intelligence is now a major requirement in businesses, but companies struggle to identify them. Some sure signs exist which will help identify such people. Companies must look for people who are resilient, yet show flexibility. Such people will never show guilt for actions beyond their control. They act their true selves during the entire talent recruitment process. They display signs of integrity, emotional honesty, self-awareness, adherence to excellence, an openness to feedback and a great attitude. Such people can manage their emotions better than others. One trait they must possess is empathy towards others. A study by DDI research has even gone to the extent of stating that empathy is the top reason or improving organizational performance.

Source:https://www.inc.com/marcel-schwantes/4-ways-to-tell-someone-has-high-emotional-intelligence-and-is-not-just-faking-it.html

Uploaded Date:09 November 2018

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