We cross a point of no return when we decide to take specific action towards achieving a goal. Until we are definitely committed to action, the danger is great that our goal will remain an armchair adventure.
It’s almost July. Many of the projects that I set out to accomplish at the beginning of the year are still, well, waiting to be accomplished. Sound familiar to you? Read on for research-based tips on how to tame the procrastination demon.
Leading by vision is like navigating using the stars; it works well as long as the skies are clear and the sailing is smooth. When the clouds roll in, a deep-seated sense of purpose comes to the rescue.
The new year means new opportunities, experiences and... new goals. But the goals we set in January are often long-forgotten by July. Or worse, they hang around our neck like an albatross reminding us of our inaction. Bright lines can make the difference between success and failure.
Emails can be sent across the world in a matter of seconds but that doesn’t mean effective messages take no time at all. To deliver results with offshore team members, project managers must actively work at understanding how their own background influences their methods and behavior.
The motivation to reduce cognitive dissonance drives much of our irrational behavior. We choose to deceive ourselves rather than admit we were wrong. Being able to recognize when we are in a state of dissonance can help us make better decisions and improve our relationships.
Have you set personal and professional goals for the year? If so, I bet you've made sure they are SMART (Specific, Measurable, Achievable, Relevant, Time-Bound). But do you have the right attitude to achieve them?
According to Wharton Professor Adam Grant, it’s time to rethink the common notion that “nice guys” finish last. More often, they finish first! Grant’s research shows how givers—people who do more for others than they expect in return—rise in organizations. But not all givers succeed equally.