Recent arti­cles:

Microsoft CEO makes Rosenburg’s Non-vio­lent Com­mu­ni­ca­tion required read­ing for his employ­ees — Busi­ness Insid­er

Tak­ing time for com­pas­sion makes Doc­tors bet­ter at their jobs — NPR.org

By source:

By top­ic:

Empathy, generative communication & leadership

The Dawn of Sys­tem Lead­er­ship
- Stan­ford Social Inno­va­tion Review

Deep changes nec­es­sary to accel­er­ate progress against society’s most intractable prob­lems require a unique type of leader—the sys­tem leader, a per­son who cat­alyzes col­lec­tive lead­er­ship”

There are three core capa­bil­i­ties of a sys­tem leader.  

The first step toward becom­ing a sys­tem leader is to devel­op the capac­i­ty to see the sys­tem through the eyes of oth­ers.   

The sec­ond capa­bil­i­ty involves fos­ter­ing reflec­tion and more gen­er­a­tive con­ver­sa­tions.  

The third capa­bil­i­ty cen­ters on shift­ing the col­lec­tive focus from reac­tive prob­lem solv­ing to co-cre­at­ing the future.

The Dawn of Sys­tem Lead­er­ship
- Stan­ford Social Inno­va­tion Review

Universal Psychological Needs

Give Your Team the Free­dom to Do the Work They Think Mat­ters Most
- Har­vard Busi­ness Review

Human beings have cer­tain uni­ver­sal psy­cho­log­i­cal needs: The need to be treat­ed as intrin­si­cal­ly equal, the need for per­son­al growth, and to exer­cise self-direc­tion. Each of these needs is fre­quent­ly and sys­tem­at­i­cal­ly denied by tra­di­tion­al com­mand-and-con­trol man­age­r­i­al hier­ar­chies. Per­haps the most impor­tant ben­e­fit of lib­er­at­ing an organization—because it leads in turn to all the oth­er benefits—is the cre­ation of an envi­ron­ment that feeds these uni­ver­sal needs, rather than sti­fling them.

The results have been impres­sive. When Decathlon launched their work­place trans­for­ma­tion, it had already been a lead­ing pri­vate­ly held multi­na­tion­al with $9.11 bil­lion in rev­enue in 2013. By 2017 it had grown organ­i­cal­ly to $12.79 bil­lion world­wide. In 2017 and 2018, Decathlon was ranked the #1 Great Place to Work in France.

Emotion + job satisfaction, performance and accountability for performance

Man­age Your Emo­tion­al Cul­ture
- Har­vard Busi­ness Review

Cog­ni­tive cul­ture is unde­ni­ably impor­tant to an organization’s suc­cess. But it’s only part of the sto­ry. The oth­er crit­i­cal part is what we call the group’s emo­tion­al cul­ture: the shared affec­tive val­ues, norms, arti­facts, and assump­tions that gov­ern which emo­tions peo­ple have and express at work and which ones they are bet­ter off sup­press­ing. Though the key dis­tinc­tion here is think­ing ver­sus feel­ing, the two types of cul­ture are also trans­mit­ted dif­fer­ent­ly: Cog­ni­tive cul­ture is often con­veyed ver­bal­ly, where­as emo­tion­al cul­ture tends to be con­veyed through non­ver­bal cues such as body lan­guage and facial expres­sion.

In our research over the past decade, we have found that emo­tion­al cul­ture influ­ences employ­ee sat­is­fac­tion, burnout, team­work, and even hard mea­sures such as finan­cial per­for­mance and absen­teeism. Count­less empir­i­cal stud­ies show the sig­nif­i­cant impact of emo­tions on how peo­ple per­form on tasks, how engaged and cre­ative they are, how com­mit­ted they are to their orga­ni­za­tions, and how they make deci­sions. Pos­i­tive emo­tions are con­sis­tent­ly asso­ci­at­ed with bet­ter per­for­mance, qual­i­ty, and cus­tomer service—this holds true across roles and indus­tries and at var­i­ous orga­ni­za­tion­al lev­els. On the flip side (with cer­tain short-term excep­tions), neg­a­tive emo­tions such as group anger, sad­ness, fear, and the like usu­al­ly lead to neg­a­tive out­comes, includ­ing poor per­for­mance and high turnover.

We sur­veyed more than 3,200 employ­ees in 17 orga­ni­za­tions span­ning sev­en indus­tries: bio­phar­ma­ceu­ti­cal, engi­neer­ing, finan­cial ser­vices, high­er edu­ca­tion, pub­lic util­i­ties, real estate, and trav­el. In orga­ni­za­tions where employ­ees felt and expressed com­pan­ion­ate love toward one anoth­er, peo­ple report­ed greater job sat­is­fac­tion, com­mit­ment, and per­son­al account­abil­i­ty for work per­for­mance.

Collaborative Communication

Train­ing in Col­lab­o­ra­tive Com­mu­ni­ca­tion in an Orga­ni­za­tion­al Con­text: Assess­ment of Impact
- Psy­chol­o­gists for Social Respon­si­bil­i­ty 30th Anniver­sary Con­fer­ence: [PDF]

Results showed sta­tis­ti­cal­ly sig­nif­i­cant changes on 31 of the 33 quan­ti­ta­tive
mea­sures. Exec­u­tives report­ed that con­ver­sa­tions and meet­ings were notably more effi­cient, with issues being resolved in 50–80 per­cent less time. Esti­mates of the impact of this greater effi­cien­cy indi­cat­ed a prob­a­ble pay­back peri­od to the orga­ni­za­tion of 2–10 months for all expens­es. Qual­i­ta­tive results showed exec­u­tives val­ued the impact of CC train­ing on their abil­i­ty to com­mu­ni­cate clear­ly, make requests that solve prob­lems, under­stand where oth­ers are com­ing from, speak open­ly and direct­ly, medi­ate con­flicts among team mem­bers and facil­i­tate effec­tive meet­ings. Trust, engage­ment and oth­er work-cul­ture fac­tors were report­ed as improved.

A deci­sion that might take two to three meet­ings, you might be able to get it done in one meet­ing.”

Instead of us just numbly just tak­ing a note and leav­ing, we’re push­ing back and
ask­ing ques­tions, chal­leng­ing. You get every­thing out on the table at that ses­sion
rather than con­tin­u­ing.”

“I find that a phone call replaces twen­ty emails.”

Mental ill-health

State of Men­tal Health 2019

Men­tal dis­or­ders account for one of the largest and fastest grow­ing cat­e­gories of the bur­den of dis­ease world­wide. Men­tal ill-health can have dev­as­tat­ing effects on indi­vid­u­als, fam­i­lies and com­mu­ni­ties, with one in every two peo­ple expe­ri­enc­ing a men­tal ill­ness in their life­time. As many as 80% of those with a com­mon men­tal dis­or­der, and up to 50% of those with a severe men­tal dis­or­der, do not seek or receive treat­ment. Men­tal ill-health also weighs heav­i­ly on soci­eties and economies; the eco­nom­ic bur­den of men­tal ill-health can rise to up to 4% of GDP, and those with men­tal ill­ness have poor­er edu­ca­tion­al and work out­comes than those in good men­tal health.

L. Mack­ay, G. Schofield, A. Jar­den, K. Pren­der­gast, Human Poten­tial Cen­tre, AUT Uni­ver­si­ty (2015). “Sov­er­eign Well­be­ing Index”

The Work­place is Killing Us and No-one Cares. Retrieved from https://www.gsb.stanford.edu/insights/workplace-killing-people-nobody-cares?utm_source=ActiveCampaign&utm_medium=email&utm_content=How+this+simple+routine+csan+help+you+be+happier++[Best+Reads]&utm_campaign=Weekly+Digest+%28Mar+31%29

Dying For a Pay­check — Pfef­fer, J. (2018), Stan­ford

Hougaard, R and Carter, J (2018). The Mind of the Leader. https://hbr.org/product/the-mind-of-the-leader-how-to-lead-yourself-your-people-and-your-organization-for-extraordinary-results/10153-HBK-ENG

Are You A Delib­er­ate­ly Devel­op­men­tal Leader? Here’s Why You Should Be - Forbes

The state of the Amer­i­can Work­place — Gallup, Inc. (2013).

What Google Learned From Its Quest to Build the Per­fect Team — Duhigg, C. (2016), New York Times Mag­a­zine

The new sci­ence of build­ing great teams — Pent­land, A. (2012), Har­vard Busi­ness Review

Con­tem­plat­ing Mind­ful­ness At Work; An Inte­gra­tive Review. Jour­nal of Man­age­ment
Build­ing the Case for Mind­ful­ness in the Work­place
— Goode,D.J., Lyd­dy, C.J, Glomb, T.M., Bono, J.E., War­ren Brown, K., Duffy, M.K., Baer, R.A., Brew­er, J.A. and Lazar. S.W. (2015)

Lead­ing in the 21 st Cen­tu­ry — Bar­ton, D., Grant, A. and Horn, M. (2012), McK­in­sey Quar­ter­ly.

Future trends in lead­er­ship devel­op­ment: A white paper — Petrie, N. (2014), Cen­tre for Cre­ative Lead­er­ship

Is lead­er­ship chang­ing? 360° — Hig­gins, J., Reitz, M., and Williams, C. (2013), The Ashridge Jour­nal, Win­ter, 37 – 38.

Lead­ing Mind­ful­ly: Two Stud­ies on the Influ­ence of Super­vi­sor Trait Mind­ful­ness on Employ­ee Well-Being and Per­for­mance — Reb, J., Narayanan, J. and Chaturve­di, S. 2012.

The Rise of Cre­ativ­i­ty As a Key Qual­i­ty In Mod­ern Lead­er­ship — Springer Science+Business Media, LLC 2012
Slocum, D. (2015)

Employ­ee Brain on Stress Can Quash Cre­ativ­i­ty and Com­pet­i­tive Edge
- Mar­tin, J. (2012), Forbes

The Office Envi­ron­ment and its Impact on Cre­ativ­i­ty — Bark­er, S. (2013), Forbes

Why Strat­e­gy Exe­cu­tion Unrav­els – and What to Do About It, Sull, D., Homkes, R., & Sull, C. (2015), Har­vard Busi­ness Review, 93(3), 58–66.