If you Google “famous introverts,” you’ll get an interesting list of luminaries: Albert Einstein, Rosa Parks, Bill Gates, Steven Spielberg, Eleanor Roosevelt, and many others. “But wait,” you might say. “How can people like that be shy?" If that’s your response, you’ve made the common mistake of confusing introversion for shyness.
More Business Features
For some people, the very idea of “negotiating” is not just unappealing, it’s downright scary. It’s often tainted with connotations of coercion, pressuring, or even trickery. Barry Nalebuff is working to change that.
When it’s done right, leadership is hard work. There’s always the delicate balance of caring for people while getting important things accomplished. The two are not at all incompatible, but there’s still the balance.
In a world of so many competing interests, making smart decisions is harder than ever. So much so, in fact, that some leaders get stuck in the quicksand of indecision. What they apparently don’t understand is that indecision is a decision. Challenges don’t mysteriously vanish. As time passes, in fact, the list of options is often the only thing that shrinks.
In this topsy-turvy world, we have three options. We can resist change and fade into irrelevance. We can wait and react to change, then hang on for dear life and hope to survive. (We likely won’t.) Or we can proactively anticipate change, then adapt and thrive.
How can we improve the quality of our meetings while reducing their frequency? And that question seems even more urgent today. An increasing number of our meetings are now “hybrid”—a combination of face-to-face interaction and remote presence.
Many of the jobs that humans did for ages are now encroached upon by automation, machine learning, artificial intelligence, robots and cobots. That’s certainly not to suggest that people aren’t necessary. Quite the contrary. But it is to say that people need to challenge most of the assumptions that have been entrenched in the workplace for generations—some even for centuries.