MYTH 1: It is all about moonshots and disruption nowadays.
MYTH 2: Inventors drive the business forward.
MYTH 3: It takes a special ‘innovation team’ to succeed.
MYTH 4: To be successful, your key investments should be in technology and new products.
MYTH 5: Innovation either happens or it doesn’t. It can’t be orchestrated.
The impact of technology is almost always overestimated in the short-term and under-estimated in the long-term. Talent expects leaders to have the right mindset: one that is open, focused on people, and constantly embraces the advantages of technology.
Executives have an enormous opportunity to use technology to help them scale solutions, offer customer-centric products and services, and pioneer new, immersive forms of engagement in today’s business landscape that’s dominated by technology.
Thus, for being productive, it is necessary to improve our sleeping patterns, get adequate exercise, and soak up sunlight on a daily basis. The three necessary variables will not only help increase our effectiveness at work but also make our lives better.
MYTH 1: Performance measurement is easy to understand.
MYTH 2: Performance measurement is easy to develop and implement.
MYTH 3: The best practices of governance, business planning, and performance measurement are well understood and practised in many organisations.
MYTH 4: A supportive organisation climate is not essential for a productive organisation.
MYTH 5: Major crown projects in the public sector can never succeed.
The ability to transform ourselves and persuade and influence others depends on the subtleties of effective communication and the fact that thinking impacts emotions, which, in turn, drive behaviour. In order to effectively move someone to action, we must understand how the mind filters information.
There is substantial research showing that people who are successful in a holistic way—not just at making money—have high emotional intelligence. Do not confuse intelligence quotient (IQ) with EQ. Effective leaders allow themselves to be emotional privately. They process it, then come back and give the public their best selves, communicating constructively and listening more than talking.