Eric Jacobson On Management And Leadership

“I’ve spent almost the last 15 years researching why we are so bad at learning and what we can do about it,” states  Bradley R. Staats . And that’s primarily what prompted him to write his book,  Never Stop Learning: Stay Relevant, Reinvent Yourself, and Thrive . Further explaining, Staats says that when it comes to learning, we are our own worst enemy and we often work against ourselves: Instead of doing the things that will help us learn, we often do just the opposite. We are unwilling to take risks that might lead to failure. We obsess about outcomes while neglecting to examine carefully the process through which we achieve them. We rush to answers instead of asking questions. We look to fix irrelevant weaknesses instead of playing to our strengths. We treat learning as an individual exercise and neglect the important role played by others. We end up solving yesterday’s problems too late instead of tackling tomorrow’s problems before someone else does.  “If we can unde...

“The bottom line is that in today’s world, your organization must respond to change and adopt new ways of doing things, even if you fail in the short term so that you can learn and grow,” explain the authors of the new book, Reinventing the Organization . “Size and stability are trumped by quickness and agility,” add authors Arthur Yeung and Dave Ulrich . And, “the most dangerous place to be today and going forward is to believe yourself to be utterly competent and confident in a business you do not recognize as outdated.” Arthur Yeung Dave Ulrich The book will teach you that reinvented organizations not only examine what goes on inside their organization, but also look to what is outside: their networks, their partners, and the marketplace they want to dominate. Reinventing is hard work, though, because it is much easier to start a new organization than it is to reinvent a legacy organization. Yeung and Ulrich recommend leaders ask themselves the following ...