Every year millions of people around the world make New Year’s resolutions. Given that we are currently starting the 2020’s, we have the exciting opportunity to make resolutions for a whole new decade!
One of the key notions in this book is that the world has become much more interconnected and therefore more complex. Unfortunately, our decision-making skills are ‘brilliantly designed – for an older, less connected, and more predictable version of the world’. In this context, Jennifer Garvey Berger mentions five mind traps we can find ourselves in, one of them being trapped in ‘Simple stories.
In the 1970s and 1980s, authenticity and self-development in the workplace were considered to be important by many middle and senior managers in the Western world. Perhaps too important: organizations were sometimes seen as narcissistic vehicles for self-development, instead of entities that should serve the interests of their shareholders and/or other stakeholders.
Increase your personal effectiveness by dealing with your actions first
For many senior business people, their day in the office resembles drinking from a fire hose. Not only do they need to attend a large number of meetings (often back to back), they are also hit with a continuous stream of ad-hoc questions from their staff, peers, customers, and line managers which require their attention and action.
A couple of years ago I started to get really worried about my personal effectiveness. Despite the outrageous number of hours I spent at work, I found it increasingly difficult to complete my tasks and finish my projects.
In order to address this, I decided to analyze my workload to find out what I could do to change this.