The Japanese Zen term shoshin translates as ‘beginner’s mind’ and refers to a paradox: the more you know about a subject, the more likely you are to close your mind to further learning. As the Zen monk Shunryu Suzuki put it in his book Zen Mind, Beginner’s Mind (1970): ‘In the beginner’s mind there are many possibilities, but in the expert’s there are few.’
Approaching issues with a beginner’s mind or a healthy dose of intellectual humility can help to counter the disadvantages of intellectual hubris. People who are more intellectually humble actually know more, presumably because they are more receptive to new information. Similarly, being intellectually humble is associated with open-mindedness and a greater willingness to be receptive to other people’s perspectives – arguably just the tonic that our politically febrile world needs today.
via Psyche, 27 August 2020See More
How do leaders bring together a physically and psychologically fractured workforce? Compassion and humanity will be key at all levels.
Organisations of all sizes and across all sectors and regions have such a disparity of employee experiences of the pandemic that creating a sense of “oneness” is a formidable task.
Pre-existing schisms have been made more visible and more profound by this crisis. But beyond that, the average workforce will contain a vast spectrum of pandemic experiences.
This uniqueness of experience challenges the concept of fairness. How can you be fair and consistent when the spectrum of needs varies so dramatically? Should you even try?
Fast Company, 18 July 2020See More
How do leaders considering what work after the pandemic looks like for their organisation ensure that the model they create brings together the best of the virtual and real worlds for the organisation and its staff?
In early 2020 the world began what is undoubtedly the largest work-from-home experiment in history. Now, as countries reopen but Covid-19 remains a major threat, organisations are wrestling with whether and how to have workers return to their offices. Business leaders need to be able to answer a number of questions to make these decisions. Among them is “What impact has working from home had on productivity and creativity?”
Harvard Business Review, 15 July 2020See More
Alumnus Peter McMullin, a successful lawyer, businessman and philanthropist, knows the impact a Cranlana program can have on participants. During his participation in an Executive Colloquium he had something of an epiphany which pointed him “in a direction I ultimately would have gone on one day anyway, but it really spurred me into action.” With an interest in global human rights and the arts, Peter was active in philanthropy at the time, but the Cranlana program was a turning point and a trigger for his future philanthropy.
via Fundraising and Philanthropy Magazine, 15 July 2020See More
Innovation begins with the courage and willingness to think differently. That begins at the board and C-suite levels. When leadership is thinking differently, they will challenge others in the company to do the same.
via Entrepreneur, 24 October 2019See More