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.
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 so
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 eff
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 ad
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
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:
Research undertaken by polling company Gallup in 2013 shows that that the majority of workers around the world consider themselves either “actively disengaged” or “not engaged” in their jobs.
Considering that the average full-time worker spends approximately 40 hours a week in their workplace, this is a disheartening finding and certainly something that should be treated seriously.
As Chris Barez-Brown discusses in his latest book Free! Love Your Work, Love Your Life, it is possible to feel more fulfilled in your work. But it doesn’t always mean changing jobs or careers
Charisma and magnetism aren’t qualities that come naturally to every leader – but anyone can learn to become more influential. You simply need to understand the hidden qualities of compelling people.
According to John Neffinger and Matthew Kohut, the authors of Compelling People, we make two judgements about people when we meet them. These judgements are based on a person’s perceived strength and warmth – it is these qualities that can forge influential leaders.
In the book, strength is described as having ‘the ability to a
Read some of the latest articles on all things management and leadership. For daily updates follow us at http://twitter.com/aimcomau.
3 Tips to Create an Intentional Workplace (via @fierce_inc) http://bit.ly/1zlFitc
How to Show Leadership, Even if You Aren’t the Leader (via @post_lead) http://wapo.st/XIQ81g
Creating Real Team Alignment (via @KevinEikenberry) http://bit.ly/1q8LBOD
How to Invite and Survive Feedback From a Group (via @leadershipfreak) http://bit.ly/1vaIoTg
An Unconventional Way to Safeguard Employee Motivation (via @leadchangegroup) http://bit.ly/1siFTJC
Every stage of your career requires you to fight to stay ahead – there is always somebody just as qualified and experienced clamouring for the same jobs, promotions and opportunities.
As renowned executive coach, D.A. Benton, discusses in the book The CEO Difference, if you don’t initiate, stand up, step up and step out, someone else will. In fact, Benton puts it best when she writes ‘Today, you have to exceed in a group of exceed-ers’.
So how do you make yourself stand out in a group of people that share the same exceptional talent? According to Benton, you have