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In the era where information can be easily accessed by almost everyone, the brain becomes less sharp because we don't use it to find or create solutions anymore.
The brain then gets discontented whenever we can't figure out an answer to our questions in an instant. It chooses to move away from the problem instead of trying to solve it.
To develop your resourcefulness, ask yourself these questions:
Make sure to practice this consistently in the moment. To be able to answer your own questions is where creative and astonishing ideas materializes. Take control of your actions, thoughts, and emotions.
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Leaders spend many hours trying to shape and influence external factors such as processes, people, and targets.
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When we get busy, we often overlook the subtle shifts in ourselves. Or we become so focused on the work that we don't realise when we move away from what we truly value.
Being the best leaders we can be require us to identify our values and then live and lead according to them. When you understand what is important to you, what energizes you, what you believe in, and where you want to be, you can make decisions confidently.
Self-acceptance is not about accepting your failures and carrying on exactly as before. It is about taking responsibility for your actions, accepting what is and isn't possible to change, then developing a plan to improve things.
Self-acceptance is also about accepting your strengths. When you can identify your strengths, you can leverage that to get better results.
Most leaders have familiar approaches to managing time: setting goals, planning, delegating, tracking commitments, and creating to-do lists. While these approaches do help in self-organization, the...
Instead of increasing the number of productive hours, we can focus on getting the right things done in a timely way. We also need to restore and balance ourselves, our colleagues, family and environment, instead of a neurotic or pathological focus on deadlines.
Find out what's truly important to us and use the finite resource of time wisely.
Phantom workload looks like real work but results in massive unproductivity and even conflict in an organization. The pressure to meet unrealistic expectations causes a vicious cycle of further workload.
Leaders need to take a hard look at what is being avoided or not addressed. Facing difficult tasks that were 'swept under the carpet' earlier strengthens them further to make hard decisions and face difficult people and situations.
According to the World Health Organization (WHO), Burnout is a syndrome resulting from chronic workplace stress that one has failed to manage.
We may think...
It gets frustrating to become involved in our work, but to have a work environment that is not conducive to our deeper involvement.
If a workplace rookie (or even a manager) finds the working environment to be authoritative, opaque, chaotic or uncaring towards the employee, there is bound to be burnout, something that is increasingly common in software development profiles.
There are many companies that create a ‘road to burnout’ and there are some signs that point towards that: