…decisions based on intuition. This mode is great for simple tasks, but when complex problems arise, the fast brain can make mistakes because it relies on assumptions and past experiences….
…We combine those competency measures with neutral behavioral perceptions. We believe that by combining these two types of measures we can provide participants with both a realistic view of how…
…sheds some light. Rick Hanson, author of Hardwiring Happiness, uses a salient example. He says there were two types if mistakes our ancestors could make… with drastically different consequences. Mistake…
…combination. Q: Also, tolerance for ambiguity lower for (boss) in communication; why? A: Communication in the LEA 360 measures clarity of communication and letting others know exactly what you expect…
…compassion, and methods for cultivating compassion. Ultimately delivering the call to action in this way: “Disrupt complacency, engage compassion, spread the news: compassion is a sane, healthy, collaborative, radical necessity.”…
…on for more complex thinking, reasoning, and decision-making – takes a back seat. Our brains work this way for a reason: they encounter exponentially more information than they can process….
…when the top leadership supports the constructive free expression of ideas and fair action. The research coming out of the VUCA world concept (Volatile, Uncertain, Complex, Ambiguous) reinforces the need…
When it comes to self-confidence, can leaders fake it til they make it? In other words – if a leader looks confident, but doesn’t quite feel it inside, can anyone…
…Back on Track), a webinar in which we helped identify the most common derailer profiles and offered research-based tips for coaching them. You can watch the full webinar on-demand here…
…Download our technology industry best practices study and see what else we can learn from successful leaders in the industry. Browse more Best Practice Reports in the MRG Research Library….
