People with strong connections to their future selves make better decisions. In the absence of time travel technology like the Terminator movies, how can we generate such connections?
A half dozen or so studies on how physical space influences behaviour, decisions and relationships.
When we start a job, how accepting are we of the way things are done around here? Where's the challenge or validation of things that may have lost their point or been surpassed?
A quick snapshop of a couple of studies on how our behaviuour can be nudged by others through small positive actions.
A few tips and techniques on getting the right amount of sleep consistently and optimising its quality, plus a breakdown on some consequences longterm for not doing so :-(
I talk about debriefing in a training context then a workplace context, plus recommend an HBR article by Doug Sundheim.
Some thinking around the inter-relationships and conflicts between social norms and marketing norms when it comes to influencing the behaviour of others.
Short n sweet - a quick story about a quirky psych study showing how we perceive that others take far more notice of us than they actually do.
What is a 'shift worker'? Is a tired employee 'fit for work'?
You never get a second chance to make a first impression. What tricks do our lazy brains pull on us and others? How can we prevent or lessen these, or, how can we leverage these to our advantage?
Continuing on from the last episode, we look at the criteria by which we assess our past jobs and provide a tool with which we can steer towards future jobs.
Recommending this book by Chris Johnson: http://www.kerridgepartners.com/resources-books/taking-charge-the-book
My responses and reactions to a speaker I MC'd at a conference last week who spoke about career planning. What jobs are coming and going? Too many of us too often think about our careers and ask, "What next?" A smarter road is to ask, "Where to?"
I recommend Chris Johnson's book available at: http://www.kerridgepartners.com/resources-books/taking-charge-the-book
Following up last week's episode about how our brains fill in the gaps and make up memories, this episode gives a great case study, suggests some solutions and there's a neat optical illusion activity to prove our actual blind spots.
We often miss things. We often remember things that never were. We are very reluctant to believe that we miss things or remember things that never were. Memories are less like CCTV footage and more like all of us being directors of reboots / reimaginings of our lives.
In this episode, I look at several pieces of research around the illusion of familiarity and how evolution and experience has shaped us into preferring the safety of the familiar and distrusting the novel. This impacts on people in the workplace - the aversion to change in many and the errors people make in perceiving patterns in randomness. A higher performing workplace culture builds into its processes self-correction and the challenging of assumptions. How can we tweak our workplace cultures to be more like that?
Gladwell drew a lot of attention to the notion of expertise requiring 10,000 hours. In this podcast, I talk about the original researcher, the very narrow application of the theory, and the set of practical steps anyone can apply for themselves and those they lead (as long as you're really keen and passionate about what performance you're trying to improve.).
We might imagine that a tremendously positive workplace envrionment is a productive place to work. Research shows that a totally positive workplace isn't as productive as you might think. There's a place for negativity in proportion. How can we, individually and in teams, see things and behaviours as they actually are and critique them?
So often we try and teach others or coach others or supervise others in a way that clashes with the way people naturally learn. It's quicker, cheaper, more effective and longer-lasting if we can plug into the way people learn naturally. In this episode, I talk through some techniques to quieten our unhelpful inner mental critics and guide people to leverage the power of their own subconscious minds to practise and learn experientially in a way that sticks and drives purposeful changes in behaviour.
Picture if you will a vertical axis called 'Challenge' and a horizontal axis called 'Skill.' Various combinations of challenge and skill can result in a person being in a state of apathy, worry, control... but what we're aiming for more of is 'FLOW' - a magical (not really magical) state where a high level of skill meets a high level of challenge. Time flies and good things happen.
Extrapolating current trends to ridiculous extremes. Will there be jobs for humans in 2115?
The highly skilled and the highly unskilled have something in common - a poor ability to accurately judge their own skill level. It's just that the skilled judge themselves too low and the unskilled judge themselves too low. Just watch every talent show audition process ever...
For a limited-time promo free copy of my book 'Live Work Love: #Add10QualityYears', check it out at amazon http://www.amazon.com/dp/B00R8RW7JK
A primer on the work of Carol Dweck and how people's behaviour towards effort and mistakes reveal our true mindsets and how those mindsets, unless we choose to change them, can affect our outcomes.
What do first years at West Point Military Academy and New Zealand's high school NCEA participants have in common?
Learn a research-based technique for maing decisions that results in better decisions and feeling better about whatever you decide.
Most industrialised countries have a history of poor saving and mucking around with retirement savings schemes. More changes are likely. Would employees, if employers provided support beyond mere money, have the capability to ever become super savers?