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Archive for Talent Development

Brain plasticity: it is a given science. Why don’t we use it enough yet?…

For years now the concept of Brain Plasticity has been pointed out and articulated at several levels, from the deep scientific one to the one suitable (for terminology and contexts) to a wider audience.

Featured herewith is a in depth interview to Dr. Norman Doidge that first published, in 2007, a book on the subject that got noticed also by the mainstream global media “The Brain that Changes Itself. Stories of Personal Triumph from the Frontiers of Brain Science” (here an interesting review from The Innovation Journal).

By becoming aware of the potential we have to shape and develop our way of thinking in more positive and active ways, we have in front of us the choice to step-up our pathway to continuos self-improvement and success (defined in any which way most suits us).

This empowers us to be more effective in our daily lives as well as professional lives, it empowers us to embrace change and uncertainty as a way towards progress and growth rather than regress and doubt, it empowers us to give our very best of our experiences (our wisdoms and insights) at any age and, most of all, it empowers us to experience and fuel a sense of hope that needs to energise ourself and from us spread contagiously to others.

Why don’t we talk more about this topic rather than letting ourselves and many other people clutter and get the potential of our brains stuck?

We do always have a choice! Let’s become aware of it and constantly use it for a better future that it is always possible, no matter what; we just need to let our brains express the very best to find solutions.

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Our incredible world! Are you a psychopath? then get ready for a leadership position!…

Looking at things from different perspectives it is always illuminating. All this is fine, yet what about when we start pointing out that nowadays what is considered as the most effective leadership (current definition upcoming) scientifically do have psychopath traits (of course at several levels of intensity)?

Classic Psychopathic Greed

Classic Psychopathic Greed

Increasingly, given the complexities of todays society and business context (complexities that, by the way, are created by all of us, they are not there by nature), you are an effective leader if you can deal with all of this, find solutions and opportunities by acting in a ruthless fashion devoid of emphaty. This is what surfaces from a recent scientific research, and from opinions of so called ‘experts’, featured in a recent coverage by CNN ‘The Business View’ “Does being a psychopath make you more successful?” .

Now, let me express my very own opinion. I do not want to consider myself an expert on leadership (although I have being researching and actively working on the topic across several cultures during the last 25 years and I constantly strive to improve  my very own); I want to state this as a person that is trying to bring back to attention some ‘common sense’ (by now certainly not so common).

Defining leadership simply by the ability to get things done, no matter what, it is not only short-term close minded, but even extremely destructive of current resources (any kind of them, including mental and emotional energies). When the principles, the values at the foundations of our actions are so short termed no wonder that at the social, economic and organisational level we end-up in the total chaos we find ourselves in!

Within all of the damages, destructions and chaos generated by this kind of ‘psychopath mentality’ we have now the opportunity to show how a focused on long term, visionary, emphatetic approach (geared towards understanding the real issues that are at stake and that are keep on surfacing if not properly addressed) can improve things on sorts of areas and dimensions.

Leadership is something perceived by many as ‘power’ over others, to many it is a top-down forced approach.

In actuality the real leadership, the one that lasts, solves actual problems, finds and develops actual opportunities for good, it is the one recognised as bottom-up. Is the one that leverages not on power imposition, rather on power recognition bottom-up. Most of all leadership is not a role, it is a state of visionary sense of responsibility and inspiration consistently demonstrated through behaviours.

How many ‘psychopaths’ are able to show this? How many of us, even if not ‘psychopaths’, have the guts to understand and show the real and inspiring (actual problem solving / opportunities finding) leadership we all need?!

 

 

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Innovation: India / Italy bridge. ‘Innovation full throttle!’ outlines the power of this connection

During the premiere presentation of the italian edition of ‘Innovation full throttle!’ (innovazioneatuttogas.it)at the press room of the Misano Adriatico (Italy) track, Samit Naik (co-founder of Synergy Pathways and author of the book Appendix) points out key concepts of of the potential of this connection to be explored.

This represent goes to the roots of a strong potential for active internationalisation Synergy Pathways develops thorough a business model leveraging upon innovation.

 

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The Resiliency Factor. Well beyond Persistence!…

 

A recent article published on Forbes ‘The Resilient Person’s DNA’ by Rob Asghar got me thinking about how resiliency is relevant to all of us (in our daily personal and professional lives), within the turbulent ever-changing times we are by now used to confront ourselves with.

The Resiliency Factor

The Resiliency Factor

Resiliency is a concept much more articulated than persistence because it is multidimensional in its essence. While being persistent is related to a sense of unbarred determination towards reaching a goal, no matter what kind of barriers are encountered along the way; being resilient means all of this integrated by an attitudinal make-up sourced by nature and nurture.

As Asghar points out by quoting Winston Churchill “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”, it is the attitudinal dynamic factor that in its essence constitutes the ‘DNA make-up’ of the resilient person. 

Resiliency means to be genetically wired, reinforce or created this wiring through specific targeted thoughts that generate constructive behaviours no matter what we are set to deal with. 

Key characteristics to this line of thinking are the solid belief that everything that happens to us has it serves a scope and it has a meaning: wins or failures set us on paths ‘to make eventually good things happen’ no matter what. 

Sometimes a win can have a short term positive impact, while a failure can be the first step towards a longer lasting positive impact given that we handle it with resiliency: aware, constructive and proactive thoughts, behaviours and actions.

Given all of this, it is much tougher to be resilient than persistent; at the same time resiliency is the only way to truly deal with the complexities (including the all reaching negative influences) we cannot avoid to deal with and we can make work for us not against us.

 

 

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