Intelligent Leadership

Because we are often unknowingly guided by assumptions and biases, or too influenced by a culture when deciding how to lead, we can limit our capabilities as if blindfolded. We are often unaware of our conditioning, but with a little insight, choices open up for us so we can drop the shackles that bind us to our one way thinking, emotions and behaviors. The clarity that comes from awareness allows us to operate with a purpose and authenticity that operates like a bright light, guiding us and our people through the fog of challenge and change.

Too Stupid to Fail is an examination of the effects self-consciousness, doubt, and anxiety have on one’s ability to succeed and achieve their goals. By challenging and eventually overcoming these barriers, one will gain a renewed self-confidence, leading to success in both personal and professional settings. Too Stupid to Fail is the completion of many years exploring the power and limits of human potential. A common narrative encourages people to work hard and go to school as a launching pad for success.

The ability of businesses to survive and thrive often requires unconventional thinking and calculated risk taking. The key is to make the right decisions - even under the most risky, uncertain, and turbulent conditions. In the new book, Surviving and Thriving in Uncertainty: Creating the Risk Intelligent Enterprise, authors Rick Funston and Steve Wagner suggest that effective risk taking is needed in order to innovate, stay competitive, and drive value creation.

How can your organization increase its agility, alignment, and accountability to improve performance? Developing performance management capabilities means changing the way people are empowered to make better decisions. It requires a transition from a restrictive, command-and-control approach to a management style that includes more participants in the performance-management process.

"It's a marathon, not a sprint." We hear this truism all the time, but in business there's constant pressure to go all out and never let up. Leaders are driven to set stretch targets, relentlessly reduce costs, launch new initiatives, expand into new markets, hire more people, develop more capabilities, and execute flawlessly. It all sounds great - until the company overextends itself and collapses like a badly trained racehorse in the home stretch.

You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts - and it’s up to the project manager to provide the glue that holds it all together.

The book Critical Thinking: An Ultimate Guide to Master Critical Thinking will help improve your life with intelligent reasoning, effective decision-making, and independent thinking.

Rather than allowing yourself to become overwhelmed by the task at hand, you will learn time management, the value of healthy habits, and useful communication skills. This is book two in a three-part series. The following chapters will guide your toward effective leadership, learning to develop an intelligent team and smart money management. We encourage you to engage with the following materials at your own pace and implement them as you see fit in your professional life.

Wie oft versuchen Führungskräfte die Einstellung ihrer Mitarbeiter zu verändern? Aber wie ändern wir die Einstellung eines Menschen? Alleinstellung der perfact training Hörbuch-Trainings: Anhand praktischer Dialog-Beispiele erkennen Sie die Wirksamkeit unserer Formulierungs-Empfehlungen. Diese werden in diesem Hörbuch-Training kritisch beurteilt und hinterfragt. Auf erfahrungsgemäß mögliche Einwände des Gesprächpartners wird eingegangen.Hören Sie zu, machen Sie mit und bewerten Sie selbst.

Die Einstellung bewirkt unser Urteil, wie wir über eine Sache denken, ob wir uns für oder gegen etwas entscheiden- oder uns gar nicht entscheiden können. Motive sind dafür verantwortlich, diese Entscheidungen treffen zu können. Wenn wir in der Situation sind, in der wir eine Entscheidung brauchen - von einem Kunden, von einem Mitarbeiter oder auch von Ihrem Chef - dann müssen wir argumentieren.