Tag Archives: modeling

Beyond Meditation: How Leaders Can Put Mindfulness into Action

| Julie Giulioni | 1 Comment Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Mindfulness continues to garner significant attention in business. And it makes sense. When companies like Google, Apple, McKinsey, Intel, and General Mills all focus in a particular direction, others will naturally follow—especially when research paints such a compelling picture of the possible benefits of mindfulness, from stress reduction to improved relationships to better problem solving and decision making. There’s no argument that today’s always-connected, 24/7 workplace is ripe for mindfulness. People aren’t paying attention to what they’re doing 46.9% of the time according to research by psychologists Matthew A. Killingsworth and Daniel T. Gilbert of Harvard University. Depending upon the study one consults, US …

Continue reading

Posted in Leadership Matters
Tagged , , , ,

Deconstructing the Development Mindset

| Julie Giulioni | 3 Comments Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Since Peter Senge coined the expression “learning organization” more than two decades ago, businesses around the world have aspired to leverage learning toward agility, transformation and long-term success. And most leaders will admit that they still struggle to make this dream a reality. But what if we reframe the conversation? What if we shift the focus from the organization to the individual? Because learning organizations are the result of individuals who possess a deeply held learning orientation and a commitment to growth. Learning organizations are the result of a workforce that shares a development mindset. Defining “development mindset” A development …

Continue reading

Posted in Leadership Matters
Tagged , , , , , ,

Risky business: Strategies to encourage employee risk-taking

| Julie Giulioni | 2 Comments Share on Twitter  Share on LinkedIn  Share on Facebook  Share with Email

Failure is getting considerable attention in leadership and management circles these days. Articles, books, and keynote speeches preach the value of mistakes and learning from failure. The current dialogue begins once the mistake or failure occurs and addresses how to leverage it for maximum return. But before any of this is possible, the employee must first take a risk. Risk is defined as a ‘situation that involves exposure to danger.’ And in today’s workplace, the dangers are very real. Years of delayering, outsourcing, and right-sizing have left employees insecure. It’s been a buyer’s job market for as long as some …

Continue reading

Posted in Leadership Matters
Tagged , , , , ,