Have you ever just ‘lost it’? Said or done something and then wished the earth would open up and swallow you whole as you died of embarrassment? There is a neuro-scientific reason why these things happen. I call it ‘The Almond Effect’ ®.
Several stories illustrate The Almond Effect® in action.
The Golden Rule is short, sweet and to the point. “Do unto others, as you would have them do unto you.
The issue of change is tricky. On one hand you cannot avoid all change; on the other hand, you cannot embrace all change. This means we must resist the bad, embrace the good and know the difference.
The notion that you cannot measure the value of soft skills training is a bit of a Red Herring. The truth is more along the lines that it takes time, sometimes a long time, to see the results of soft skills training.
As techies we often have less empathy and sympathy for non-technical folks than we have for mosquitoes and other buzzing insects. This is particularly true when we attempt to implement new systems intended to increase organizational efficiency in some significant manner.
Fortunately there now exist instruments and technologies that can provide very early warnings for a company. They cost next to nothing to apply. They are also profoundly resistant to tampering or disguise.
Over the last decade or so, many management theorists and gurus have said, and the anecdotes have concurred, that the majority of corporate “change management” initiatives have failed to produce the benefits originally articulated.
In this article, we’ll look at one possible answer to this question– is meaningful change possible – as well as review potential discussion-starters for action steps that are within your control regardless of what’s going on around you.
Harry had done his Post-Acquisition Due Diligence and knew now why his stomach had warned him. He had seen what was driving the company and each of its units. He had seen its strengths, its weaknesses, its innate trajectory – its very soul.