Unlocking Capacity:
Best Practices & Future Trends in Appreciative Management
Here is what we are reading at the AiMS institute this week about what’s working well, and what’s coming next in how we lead, plan, and operate in business:
Franchises encounter comparable challenges to organizations with numerous remote employees; however, the priority remains to create a strong culture. The transition to remote work has prompted several companies to look for effective strategies to maintain productivity and camaraderie among their workers. Lesson from pre-existing distributed work models like franchises could be key for these companies.
Emotional intelligence is becoming a vital skill for effective leadership. Experts believe it’s as critical as any other leader’s skill. The sudden rise in discussions regarding emotional intelligence in leadership is explored.
Off the clock: How our perception of time can affect productivity
Time perception is connected to attention and memory, and feeling bored can make time feel like it’s dragging, leading to reduced productivity and errors. Taking short breaks, even just ten minutes, can combat boredom and mental fatigue, improving productivity. Additionally, individuals’ time perspective, whether they focus on the past, present, or future, can impact engagement and optimism, with a future-positive outlook being linked to increased productivity and job satisfaction.
Set the Conditions for Anyone on Your Team to Be Creative
One of the most damaging myths about creativity is that there is a specific “creative personality” that some people have and others don’t. The truth is that anybody can be creative, given the right opportunities and context. Creativity is a combination of expertise, exploration, and collaboration which leads to truly breakthrough ideas.
CEOs Should Stop Trying to Be Perfect and Be More Like… Gwyneth Paltrow?
CEOs, like all individuals, have their imperfections and weaknesses. Rather than fretting about these flaws, leaders should embrace the idea of the imperfect CEO. Discussions about a candidate’s strengths and weaknesses can be constructive, allowing boards and executive teams to support prospective CEOs effectively. Vulnerable leaders who acknowledge their shortcomings and seek guidance from others can create a sense of trust and authenticity with employees, investors, and stakeholders.
