By NADIA RADHUAN
‘Hidden’ agendas are the private goals that everyone has in driving towards their objectives. This does not necessarily need to be a bad thing – my professor had a well-meaning agenda, unfortunately she and I just weren’t aligned in how to get there.
By DANIEL GOLEMAN
Answer-givers end up needing to give more answers. Teams become dependent. Individuals learn to wait, rather than taking initiative. Leaders becomes overworked and overwhelmed.
By LOUISA DEVADASON
How often have we just assumed we know what other’s need of how things should be? And then just gone ahead and done things without talking about?
By DAN ROCKWELL
Leaders spend too much time thinking about talking and too little working on listening. What would happen to the people around you if you were more excited to listen than speak?
By JOSEPH GRENNY
When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. Here are some tips on what else we can do.
By JOSEPH TAN
The silent cry for affirmation and appreciation often goes unheeded in the midst of the ever-increasing demand for high performance and productivity. Is it possible to meet increasing client demands without jeopardising the emotional health of employees?
In this series of Raise Your Game and The Science of Building Leaders, Mathy Randhawa, a faculty trainer from Leaderonomics, dwells on the topic of what makes or breaks today's leader.
By ROSHAN THIRAN
In a society of instant gratification and the "me-generation" of today, do we still believe in the power of giving? How does giving help an organisation grow?
