Contemporary pressures and challenges have caused "narrow-minded" thinking among many business leaders, but according to neuroscience specialists, practising a new four-step technique leads to clearer thinking, and more creative problem solving.
Employers can spend "vast amounts" of time and resources developing their strategy, culture and values, but without leaders who can communicate these things in a real, authentic way, their efforts will fail, says leadership coach Gabrielle Dolan.
Many leaders find it hard enough to generate their own "Eureka" moments, let alone help others to, but according to experts Gary Lear and Ross Blaikie, there are many ways leaders can develop and encourage insightful thinking.
Employers will need to adapt their HR approaches to counter the challenges posed by the new generation of Millennials now entering the workforce, and to fully utilise their potential, says an HR executive.
The term "gamification" can be misleading and off-putting, but what it's really about - using engagement principles to make people do things they wouldn't otherwise do - should already be second-nature to HR, according to a development specialist.
When someone is considered a poor team player, it's often due to a manager failing to unlock their potential, not inherent issues with their abilities, says trainer Nick Mills.
When expectations around availability aren't properly addressed, the productivity advantages of teleworking are undermined by its detrimental effect on employee wellbeing and customer service levels, says a leading researcher in the field.
Three common myths about Millennials are stopping organisations from managing this generation effectively, warns CEB business and strategy consultant Audrey Taylor.
Employers must overcome four collaboration "paradoxes" to reap the productivity benefits stemming from greater employee cooperation, says business advisory CEB director, Aaron McEwan.
Employers that aren't meeting their productivity goals should take a step back and focus on engagement, according to a study that shows engaged employees are at least three times more likely to support productivity initiatives than their disengaged colleagues, while disengaged workers will actively frustrate the process.
