…of knowledge. We become over-confident in these initial perceptions, and resist questioning them. Dozens of these cognitive biases have been identified by psychologists – some well-known, like Confirmation Bias, Fundamental…
…that both changes constantly and drives change across all industries. While many leaders in the technology industry may identify with their particular area of expertise and seek out new knowledge,…
…choose simplicity, to make the choice for simplicity over the complex and the many. Many have written about the wisdom of simplicity. Isaac Newton famously said, “Truth is ever to…
Our personal and professional lives have been immensely affected by the COVID-19 pandemic. Of course this raises innumerable questions. One question we’ve been getting from practitioners in the MRG community:…
…motivations. It’s hard to have an objective view of yourself. People will underestimate their most extreme motivations. This is likely because they’ve come to normalize them (“Doesn’t everybody feel like…
…are most likely underestimate. Leaders are more likely to underestimate how thoroughly they communicate (COMMUNICATION), and how frequently they ensure everyone is meeting commitments (CONTROL). 4. There are 5 behaviors…
…their teams and propel the organization forward. Don’t explain; convince. At the executive level, the focus shifts from merely explaining ideas to creating persuasive and compelling stories. When dealing with…
…you plan your work. These include suggested agendas for half-day and full-day engagements, a team composite, ideas for team exercises, a library of facilitator FAQs, and more. The IDI Team…
…as captured in the IDI and Dr. David Day’s work on Leader Identity? A: We have not looked at this in our research, but it is an interesting question. Dr….
…and our areas of expertise perfectly complemented one another, allowing us to take a more comprehensive approach to describing the development of compassionate leadership. The conference was held in Dublin,…
