Dr. Carlos Davidovich MD. explores the neuroscience of biases and where they are located in our brain, the negative consequences of unconscious cognitive biases and the connection between biases and Diversity and Inclusion.
Ponder long enough and you might recall hearing at a business conference or reading a blog post from a renowned futurist, author or social commentator some time ago that while things to come remained as always unpredictable, it was likely that the pace of change in our times would indeed accelerate. Looking around at the ways our lives and work have been altered in the past 24 months alone,
Breakthrough technology, uncertainty, the increasing speed of change and the redefinition of 'work' demand an organisation that is a fit for the 21st century (built to change). We refer to it as 'succession planning.' A better description would be 'planning for success.'
More than anything, agility is a way to think, its a mindset, and as such, without 'leadership' you still don't have much. The type of leadership required exudes, encompasses, encourages, and expresses agility in everything the leader does. Which leads us to the 'The Way of the Dolphin'.
One of the reasons a weekend respite from ones executive leadership responsibilities or a longer holiday break away from the office can be so productive for ones state of mind is because it allows us the time to reflect on our work and absorb important lessons learned by others. There is no shortage of illuminating quotes, allegories and simple epiphanies circulating on the Internet,
While so much of the world around us is changing, there will come a time when people around the world will look for signs, evidence and leaders in whom they can believe and put their trust for better things to come in the future. There is no better economic and social flashpoint to prove this point than the continuing global struggle to contain the spread of COVID-19,
Diversity and Inclusion are founding principles of a more sustainable business model, and even if they encompass several components, including that of gender equity, it is obvious that good intentions are not enough.
As multinational companies work to regain their footing in what everyone hopes is becoming the wake of the COVID-19 pandemic, the competition for executive talent and the best and brightest at nearly every level of the corporate Organisation Chart is becoming intense. While many service industry employers are struggling to attract entry-level talent,