- About AIM
- Training & Events
- Migration Assessment
Guest post by Maria Simonelli
“You’ve got to find what you love…The only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” – Steve Jobs
Why is it that in a time when we have so many job opportunities and so many ways to create a meaningful and rewarding career, we find that nearly half of those surveyed say they’re in jobs they would trade today if they could?
The modern workplace is afflicted with two career dilemmas – a plague of job dissatisfaction and the related uncertainty about how to choose the ‘perfect’ career.
Your career is more than just a job. It’s the place where you can combine your passion, create purpose and be rewarded. How many of us can say we have all of these in an environment that supports us? Why is this so elusive?
Here are five actions you can take to get you started on redesigning your career:
Understanding the emotional states of yourself and your colleagues, and how to deal with them, will help you make better decisions. By Leon Gettler
Being a manager requires people to be in control of their emotions, so understanding the way emotions work is critical for managers.
Emotional intelligence means the ability to identify your emotions and those of others. People with emotional intelligence know how to harness emotions and apply them to tasks such as thinking and problem solving. They have the know-how of regulating their own emotions, which gives them the ability to cheer up or calm down another person and connect with them.
In an often-cited article, Peter Salovey from Yale University and John D. Mayer from the University of New Hampshire have described emotional intelligence as “the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actio
Guest post by Dr Mary C. Gentile
Most of us would like to bring our whole selves to our work and our professional lives.
But experience tells us that too often during the course of our careers, we face values conflicts – those times when what we believe is right and the way we want to manage our professional behaviour seems in opposition to the demands of clients, peers, bosses and our organisations themselves.
At those times, we often feel that we just don’t have a choice.
In my book, Giving Voice To Values: How To Speak Your Mind When You Know What’s Right, I talk about how this conviction – that choice is not possible – can become a self-fulfilling prophecy. But on the other hand, the belief that choice may be, in fact, possible can become just such a self-fulfilling prophecy as well!
Don’t make presumptions about the views and values of your colleagues
It is all about our starting assumptions. For example, if we believe w
Enjoy a weekly update of all the latest and most interesting management articles gathered by AIM’s Twitter. For daily updates follow us at http://twitter.com/aimcomau.
7 Traits of Likeable CEOs (via @inc) http://bit.ly/1txQwwD
Get Productive! 15 Ideas that Really Work! (via @lifehackorg) http://bit.ly/1Blutub
A Culture of Ownership: Start Small and Make it Real (via @HRDirector_au) http://bit.ly/1tDnRpQ
7 Things Stopping You From Pursuing Your Impossible Dreams (via @TMNinja) http://bit.ly/1Ao99lt
Twelve Traits that Define a Truly Amazing Boss (via @danschawbel) http://bit.ly/1BlshCZ
The Biggest Surprises of Change Leadership (via Switch & Shift) http://bit.ly/1lQhyNl
The 3 Most Hated Interview Questions – and How You Can Juice Them Up (via @tlnt_com) http://bit.ly/1qvbyda
Tips for Cold-Emailing Intimidatingly Powerful People (via @harvardbiz) http://bit.ly/1rsg20f
7 Steps to Building a High Performing Team (via @thoug
By Dr Malcolm Johnson FAIM
Media headlines constantly remind us of the fragility of careers.
The normal fight or flight reaction to these headlines typically becomes one of hunkering down, hoping that the problem does not occur or re-occur within a workplace.
Voltaire is quoted as having observed that “While uncertainty is uncomfortable, certainty is absurd”. In many ways his comments from three centuries ago still hold currency today.
Regarding careers, fight or flight might be more accurately described as evolve or perish.
Skills developed for technical application must continue to evolve. This is a constant issue that maintains relevance of skill set to the emerging issues that organisations are confronting. Some would say that this cost should be borne by the organisation. I believe that this is an individual responsibility not only regarding cost but very much the nature and direction of skills growth.
There is an emerging perspe
LinkedIn is the perfect social networking platform to make a great impression, writes Amber Gale.
There are more than 259 million profiles on professional networking platform LinkedIn, and there are countless connections and opportunities through its gated access.
LinkedIn’s exponential growth since it began in 2003 has earned it a reputation as the leading online tool for professional networking: “Far and away, it’s the most advantageous social networking tool available,” Forbes magazine recommended.
Many in the Australian business community agree, and Mt spoke to some key members to find out why LinkedIn is such an invaluable facility in modern management.
Identifying skill sets
Zvi Azimov, director and owner of IT recruitment firm ZACK Group, uses LinkedIn to pro-actively target people and identify skill sets within the IT arena.
“The proliferation of LinkedIn has helped recruiters and businesses identify the right talent,” Azimov says.
Guest post by Karen Gately
Great results don’t come from average contributions; they are achieved when people with the right capabilities and deep emotional ownership invest the energy and discretionary effort needed to succeed. Harnessing the full potential of people to optimise business performance is the key to success for most small businesses.
Human potential is encapsulated in both the talent and energy people bring – that is, the capabilities people offer as well as the energy they are willing to invest in getting the job done. However, the capabilities of any person, team or business only add value when they are effectively applied, and this comes down to how people choose to behave.
The strength of our spirit is a key influencer of the choices we make about how to behave.
People who are energised typically choose to behave in ways that enable success; they are proactive, resilient and conscientious. Conversely, when people are drained they are more likely to behave
Guest post by Anthony Chiminello
Much of what I am about to share with you is a result of what I have learned over many years in successfully building relationships with government, business and individuals across Australia and Asia. My professional background is in real estate, therefore I often use the analogy that if the foundation of a property is robust, then it will stand the test of time regardless of instabilities.
Relationships can be complex and much research has been dedicated to this topic, therefore I am not advocating one size fits all. However, I have identified five anchors that have assisted me in the past, and which will make your journey in building sustainable business relationships between our cultures a little easier.
The importance of strong personal relationships
When two parties connect with each other, there are basically two levels of interaction at play:
Enjoy a summary of all the interesting management and leadership articles gathered by AIM’s Twitter last week. For daily updates follow us at http://twitter.com/aimcomau.
Save Yourself from Burnout by Putting Your Overachiever Tendencies on Hold (via @fastcompany) http://bit.ly/1tQQyxf
Lead by Asking (via @stratandbiz) http://bit.ly/1rDprIq
Science Says You Should Only Check Email at Designated Times (via @99u) http://bit.ly/1C8pxtW
Reviewing Remote Managers (via @mgissues) http://bit.ly/1orSDtT
4 Ways to Deal with Criticism (via @workawesome) http://bit.ly/1pbKSbL
Why ‘No’ is the Kindest Word in the Professional Lexicon (via @EntMagazine) http://bit.ly/VZTPOA
Why Your Network Isn’t Going To Help You (via @careerealism) http://bit.ly/VZUbEW
Leading Employees Through Major Organisational Change (via Ivey Business Journal) http://bit.ly/1vC5h29
Top 10 Ways To Find Your Career Path (via @LifehackerAU) http://bit.l
People make the mistake of assuming that anybody with strong leadership skills are the best kind to lead innovation in the workplace.
But sustained innovation requires a unique kind of leadership. As Hill, Brandeau, Truelove and Lineback explain in their book Collective Genius, it requires a leader who can unleash and harness the “collective genius” of people in an organisation.
So how do you build innovation into the foundations of your organisational culture? Here are three tips from Collective Genius which will provide a useful starting point in your mission to lead innovation:
1. Explore the values of bold ambition, collaboration, learning and responsibility
According to the authors of the book, throughout their research conducted on multiple innovative organisations, they found four common values:
Bold Ambition – This is all about having the drive to take on complex challenges and stretch yourself to find new and unique solutions.