A New Way Of Working, According To Edward D. Hess

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‘Start small. Be patient. Reflect on how good you feel every time you work on your self. Experience that inner warmth.’

A mindset that is comfortable with impermanence enables you to be curious about the answers.’

‘The goal is to love exploring and learning every day. The goal is to not end the day with knowing what you knew yesterday.’

‘Humanizing the Workplace requires people to connect, relate, and engage with each other in ways that enable the uniqueness of each individual to contribute to the common purpose and meaningful mission.’

We humans must learn to think differently and that means learning to behave differently.’

It is through conversations that we continue to meet our innate needs for social connection and belongings to a group of team.’

‘Bringing your Best Self to work (Inner Peace) and building work relationships based on emotionally positive connections with others and syncing up with others biochemically will be quite a change, but it will be a change for the better – it will humanize the workplace and allow people to become much more than breathing robots.’

Micro-moments of warmth and connection are the building blocks of caring, trusting relationships.’

‘Leadership must become enable-ship.’

‘Joy cannot occur in an environment dominated by compliance and power over others because such an environment leads to fear and submission.’

‘Joy can only happen in an environment that values you as a unique human being and in which you are encouraged to play to your strengths and further develop yourself.’

The New Way of Working requires a humanistic, people-centric, human-development-focused leadership model.’

Source:

Edward D. Hess (2020). Hyper-Learning: How to Adapt to the Speed of Change

How To Navigate Your Move From Manager To Executive

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‘Incoming executives inherit many forms of organization that were designed to serve the needs of their predecessor. To both effectively manage your time and move forward on your priorities, it’s imperative to think through the configuration of direct and indirect reports you want in your organization, along with the capabilities and roles that you choose to elevate or demote.’

Framing your plan- even if it changes over time- is a useful step to thinking through how you will accomplish critical objectives. … An effective plan not only considers what you must accomplish at work, but also what you want to personally accomplish and do.’

Sponsorship is an essential responsibility of C-suite leaders. … Successful sponsorship often requires focus, planning, commitments, and communications to generate a tangible impact.’

‘Time, talent, relationships, and transformation are the four pillars of effective transitions.’

‘During transitions, incoming leaders must effectively gauge the prevailing corporate culture.’

‘For incoming executives, the pathway to improving company performance can entail significant change initiatives. … A starting point to improve the odds of success is to systematically anticipate and prioritize the risks that are most likely to impede the realization of the project.’

Focusing on constraints, uncertainties, disruption, scaling- and halting activities that are no longer impactful- can help transitioning executives swiftly make choices that can frame opportunities for transformation that drives a meaningful boost in performance.’

Careful due diligence of leadership’s working style before taking on a new role can help executives avoid dysfunctional environments.’

‘Incoming executives are usually hired to improve performance and drive change. Delivering this change may require the consent and support of other key executives. Exercising influence to build support for change may range from initiating conversations that leverage likeability, to trading influence currencies, to aligning stakeholder commitments and actions to your projects.’

Working through the communication cascade early in the transition with a specialist can help you clarify your asks of them.’

‘Incoming executives must establish effective stakeholder relationships.’

Source:

Ajit Kambil (2023). The Leadership Accelerator: The Playbook for Transitioning into Your New Executive Role