This article is based on research conducted by inavit iQ in 2016 and early 2017, and focuses specifically on the external environment as the context within which organisations may want to think about the various elements of the Business Value Model. We remain convinced that of all of the typical PESTLE aspects, social disruption is the single biggest issue humanity and therefore business has to address. — Dr Anton Verwey, Executive Chairman of the inavit iQ group of companies and Francois du Plessis, Co-founder and Group CEO of the inavit iQ group of companies
Give employees a little time and space to meditate and they’ll be better placed to overcome stress. Research has found that workplace stress is related to job dissatisfaction, feelings of burnout, absenteeism, higher odds of quitting and even increased risk of heart disease. One effective way to reduce or handle stress is to engage in mindfulness meditation, a practice that cultivates awareness of the present moment. Recognising the benefits of the practice, a diverse group of organisations, including Google, Intel, General Mills, the Seattle Seahawks and the U.S. Marines, have all created mindfulness-based meditation programmes for their employees. — Andrew Hafenbrack, Assistant Professor at Católica-Lisbon School of Business and Economics
On many fronts, and in many ways, our insight into and the exercise of leadership are under severe scrutiny because of a radically changing, and significantly different world; reinventing organisations; and working persons and stakeholders with significantly different, or significantly shifting, needs, expectations and aspirations. Without doubt leadership is in the overheating crucible of a reframed/ reframing world that is in the throes of fundamental and radical transformation. The critical question is: Is there a future for leadership going into the future? If yes, what are the conditions for such a future? — Prof Theo Veldsman, Work Psychologist, Former Professor in Work Psychology, University of Johannesburg and Dr Andrew Johnson, General Manager, Eskom Leadership Institute
Emotional Intelligence (EI) is important since it drives the performance of managers, whether their people are direct reports or part of a matrix. We may try to influence motivation and performance in others by metaphoric kicking, but this is not an acceptable or sustainable way to achieve organisational success. EI is a tangible and measurable set of qualities that impact significantly on team performance. In this article, Angus McLeod addresses the following questions: If EI is so important; can we influence its development? How can we do that, and how long will it take? Should we try to develop it in others or ourselves? — Dr Angus McLeod, Author of many papers and books on coaching, NLP and leadership
Future employees expect a seamless virtual office and new levels of flexibility. Only three percent of working professionals currently use any kind of virtual reality (VR) applications in their workplaces. But 30 percent say VR will revolutionise their work in the coming decade, according to the second part of a three-part study conducted by the INSEAD Emerging Markets Institute, Universum, the MIT Leadership Centre and The Head Foundation. —Henrik Bresman, INSEAD Associate Professor of Organisational Behaviour and Vinika Rao, Executive Director of the INSEAD Emerging Markets Institute
Any company today that is not continually developing, rethinking and adapting to new technological advances and to the changing business environment is making the unintentional strategic decision – to be out of business within a few years. It is time to start nurturing the innovators within our companies. The thinkers and planners are the future growth in your company. — Martin T. Brown, CEO, Managing Director, Radical Holdings (Pty) Ltd, T/A Radical Mobility
Measures for effective talent management
Dr Hubert K. Rampersad's Personal Balanced Scorecard offers a holistic management concept, which includes a search for self-knowledge and self-discovery. By routinely applying the complete PBSC method, self-knowledge will be transformed into wisdom. The result of using this method is a continuous voyage to more happiness, personal growth, and freedom. The emphasis lies herewith to stimulate happiness in the workplace and worker well being. After all, improving organisational performance requires a highly engaged and happy workforce.
10 Tips for Online Active Learning
Online courses do not have to be the electronic adaptation of the traditional correspondence course in which participant activity and engagement have often been nominal. When online courses are active, e-learners create valuable learning communities, build friendships, and share in online experiences that have similar characteristics and results as those of the conventional classroom. The following ten tips will help bring active learning to your online courses.