Estamos entrando en una nueva era de trabajo remoto, pero ¿cómo pueden los líderes asegurarse de que su negocio funcione como antes cuando la manera de trabajar se ha vuelto tan diferente?
Los más recientes estudios demuestran que las personas son más productivas y comprometidas cuando tienen la libertad de trabajar desde cualquier lugar, lo que significa que los líderes deben desarrollar habilidades de liderazgo en todo terreno.
David Burkus ha realizado una profunda investigación sobre equipos virtuales y casos de estudio de compañías que no sólo han sobrevivido, sino que han triunfado en el trabajo a distancia. Como resultado, ha desarrollado una guía para para dirigir equipos remotos que ayudará a los líderes a enfrentar los retos del nuevo panorama laboral: desde contratar e introducir a nuevos miembros a tu equipo, crear una cultura remota y asegurar la productividad, hasta comunicar rápidamente, retener a tus colaboradores más valiosos y lograr que tus colegas alcancen el equilibrio entre la vida personal y el trabajo.
En Dirige desde cualquier lugar encontrarás todo lo que necesitas para triunfar como líder remoto, lo cual será imprescindible de ahora en adelante para todos los que estén al frente de un equipo.
What if the best way to grow your network isn't by introducing yourself to strangers at cocktail parties, handing out business cards, or signing up for the latest online tool, but by developing a better understanding of the existing network that's already around you?
We know that it's essential to reach out and build your network. But did you know that it's actually your weaker or former contacts who will be the most helpful to you? Or that many of our best efforts at meeting new people simply serve up the same old opportunities we already have?
In this startling new look at the art and science of networking, business school professor David Burkus digs deep to find the unexpected secrets that reveal the best ways to grow your universe.
Based upon entertaining case studies and scientific research, this practical and revelatory guide shares what the best networkers really do . . . and it looks a lot less like collecting business cards and making random introductions and a lot more like fostering authentic connections and seeking out diverse new voices.
Forget the outdated advice you've already heard. Learn how to make use of the hidden networks you already have.
There is a mythology around creativity a hazy system of beliefs developed to try to understand what many believe to be incomprehensible. Because of this mythology, many businesspeople view creativity and innovation as vague and inaccessible, assuming that creativity happens through a largely transcendent process of inspiration to which only a select few are granted access. Fortunately for all of us who need to be more creative or lead our organizations through a creativity process, this is simply not the case, and The Myths of Creativity shows how anyone can drop the faulty conventional wisdom of creativity, understand the actual research behind how the creative process works, and ultimately generate impressive creative results. Each chapter of The Myths of Creativity debunks one erroneous assumption about the creative process: Chapter 1: The Sacred Myth: Creativity is not a distant inspiration given to a select few, but comes from within Chapter 2: The Breed Myth: Creativity is not a trait that only certain individuals hold and pass along Chapter 3: The Eureka Myth: Creative insight is not the sudden spark romanticized by stories of Newtons Apple or Archimedes bathtub, but involves a slow hunch Chapter 4: The Originality Myth: Most creative ideas are not unique or original, but are usually new combinations of older ideas. Chapter 5: The Expert Myth: Highly trained experts in a particular domain are sometimes incapable of generating creative insight. Instead, outsiders can provide the fresh perspective needed to creatively solve complex problems. Chapter 6: The Incentive Myth: Traditional incentives like bonuses, awards or other carrots provide little influence on creativity Chapter 7: The Lone Creator Myth: Most innovation is the product of a group of individuals and not any one person. Chapter 8: The Brainstorming Myth: Creativity requires more than merely the rapid generation of ideas. Chapter 9: The Cohesive Myth: Cohesive cultures and feel good environments can hinder innovation. Chapter 10: The Constraints Myth: While the traditional view of creativity is out-of-the-box or no limits, constraints can actually help enhance creativity in individuals and teams. Chapter 11: The Mousetrap Myth: Creative ideas and innovations dont experience immediate celebration like the proverbial better mousetrap. Instead, they often experience backlash as a first reaction. Chapter 12: The Moral Myth: Enhancing creativity is not always good. The chapters are filled with fresh case studies from Burkuss dissertation research. The Myths of Creativity is essential reading for anyone who feels like creativity is a struggle. It demystifies the creative process, debunks myths that may be holding back your creative juices, and ultimately will result in more and better ideas for you and your team.
A provocative work that challenges the traditional and widely accepted principles of business management -- and proves that they are outdated, outmoded, or simply don't work Do open floor plans really work? Are there companies that put their employees' welfare first, and their clients second? Are annual performance reviews necessary? Dr. David Burkus is a highly regarded and increasingly influential business school professor who challenges many of the established principles of business management. Drawing on decades of research, Burkus has found that not only are many of our fundamental management practices wrong and misguided, but they can be downright counterproductive. These days, the best companies are breaking the old rules. At some companies, e-mail is now restricted to certain hours, so that employees can work without distraction. Netflix no longer has a standard vacation policy of two to three weeks, but instructs employees to take time off when they feel they need it. And at Valve Software, there are no managers; the employees govern themselves. The revolutionary insights Burkus reveals here will convince companies to leave behind decades-old management practices and implement new ways to enhance productivity and morale.
