“The key to good decision making is not knowledge. It is understanding. We are swimming in the former. We are desperately lacking in the latter.”

“Insight is not a lightbulb that goes off inside our heads. It is a flickering candle that can easily be snuffed out.”

Humans can take a small amount of data – a “thin-slice” – and draw conclusions from it using a combination of experience and intuition.Thin-slicing allows us to make smart decisions based on little information with minimal deliberation.

The Theory of Thin-Slicing

“Anyone who has ever scanned the bookshelves of a new girlfriend or boyfriend – or peeked inside his or her medicine cabinet – understands this implicitly; you can learn as much – or more – from one glance at a private space as you can from hours of exposure to a public face.”

Only make decisions when you have at least 40% of the relevant information, but never wait until you have more than 70%.This is called the 40-70 rule and it describes the ideal relationship between time and information, ensuring you act fast, but not uninformed, without waiting until making a decision eventually becomes moot.And in most situations, focusing on very few, but crucially important facts, while blocking out all the rest, is enough to do so.

The 40-70 Rule

Your unconscious is the best and fastest information filtering system in the world. When first confronted with new information, it sifts through all of it, instantly tossing out the less important factors, judging the few big ones in a split second, and presenting you with the solution.However, even your unconscious gets it wrong sometimes. Stress can temporarily lead your gut down the wrong path.

The World’s Fastest Filter of Information

It happens when we alter our behavior in measurable ways due to certain stimuli, such as images, words, and culture.We are being subconsciously “primed” in different ways every day. If our brain believes our environment favors this or that type of personality, then we start behaving more like our environment.

Priming

“Often a sign of expertise is noticing what doesn't happen.”

Trying to explain and rationalize decisions prevents us from making good intuitive decisions.This process is called verbal overshadowing.

Verbal Overshadowing

As important as it is to trust our intuition, it’s also important to question it.Snap judgments can often be more accurate than our thought-out ones, but they can also be a result of a subconscious racial, socioeconomic, or appearance-based bias.

When Should We Trust Our Instincts?

From the #1 bestselling author of The Bomber Mafia, the landmark book that has revolutionized the way we understand leadership and decision making. In his breakthrough bestseller The Tipping Point, Malcolm Gladwell redefined how we understand the world around us. Now, in Blink, he revolutionizes the way we understand the world within. Blink is a book about how we think without thinking, about choices that seem to be made in an instant--in the blink of an eye--that actually aren't as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? How do our brains really work--in the office, in the classroom, in the kitchen, and in the bedroom? And why are the best decisions often those that are impossible to explain to others? In Blink we meet the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Here, too, are great failures of "blink": the election of Warren Harding; "New Coke"; and the shooting of Amadou Diallo by police. Blink reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of "thin-slicing"--filtering the very few factors that matter from an overwhelming number of variables.

philosophy

Philosophy

problemsolving

Problem Solving

books

Books

leadershipandmanagement

Leadership & Management

From the #1 bestselling author of The Bomber Mafia, the landmark book that has revolutionized the way we understand leadership and decision making. In his breakthrough bestseller The Tipping Point, Malcolm Gladwell redefined how we understand the world around us. Now, in Blink, he revolutionizes the way we understand the world within. Blink is a book about how we think without thinking, about choices that seem to be made in an instant--in the blink of an eye--that actually aren't as simple as they seem. Why are some people brilliant decision makers, while others are consistently inept? Why do some people follow their instincts and win, while others end up stumbling into error? How do our brains really work--in the office, in the classroom, in the kitchen, and in the bedroom? And why are the best decisions often those that are impossible to explain to others? In Blink we meet the psychologist who has learned to predict whether a marriage will last, based on a few minutes of observing a couple; the tennis coach who knows when a player will double-fault before the racket even makes contact with the ball; the antiquities experts who recognize a fake at a glance. Here, too, are great failures of "blink": the election of Warren Harding; "New Coke"; and the shooting of Amadou Diallo by police. Blink reveals that great decision makers aren't those who process the most information or spend the most time deliberating, but those who have perfected the art of "thin-slicing"--filtering the very few factors that matter from an overwhelming number of variables.

Malcolm Gladwell is the author of five New York Times bestsellers—The Tipping Point, Blink, Outliers, What the Dog Saw, and David and Goliath. He is also the co-founder of Pushkin Industries, an audio content company that produces the podcasts Revisionist History, which reconsiders things both overlooked and misunderstood, and Broken Record, where he, Rick Rubin, and Bruce Headlam interview musicians across a wide range of genres. Gladwell has been included in the TIME 100 Most Influential People list and touted as one of Foreign Policy's Top Global Thinkers.

Malcolm Gladwell

Blink

A leader is one who knows the way, goes the way, and shows the way” —

Leaders can't afford to break down, lose their cool or be overly sensitive. They must lead well, no matter the ups and downs. 

career

Career

personaldevelopment

Personal Development

corporateculture

Corporate Culture

5 Ways to Toughen Up as a Leader

Going it alone

Being insensitive of your behavior on others 

valuing being right above everything else

Having an "I know" attitude 

Avoiding the difficult conversations

playing the victim; refusing responsibility

Blaming others or circumstances 

not honoring the other person's time, energy, resources

Treating commitments casually 

Conspiring against others

Withholding emotional commitment 

Not taking a stand

Tolerating "good enough" 

Self-awareness is a crucial key to finding out that blind spots. Without self-awareness, we move through relationships and experiences disconnected, unaware of how others receive and perceive us, and unable to take full responsibility for our outcomes. References: https://www.fearlessculture.design/blog-posts/how-to-conquer-your-blind-spots https://www.forbes.com/sites/kevinkruse/2014/04/10/how-successful-people-cure-their-blindspots/ https://www.inc.com/marissa-levin/the-top-10-leadership-blind-spots-and-5-ways-to-tu.html Subscribe to my channel: https://goo.gl/wRwHZB Instagram: https://www.instagram.com/digitalwavetips/ Tik Tok: https://www.tiktok.com/@digitalwave01 TAGS: education,psychology,information,facts,motivation,health and wellness,relationships blind spots,leadership skills,Top 10 Leadership Blind Spots,Self-awareness,Fearless Leadership,Loretta Malandro,feedback,The Johari Window,Joseph Luft,Harry Ingham,self discovery,personal growth,leadership development,personal development,motivational speaker IMPORTANT! -None of these images, music & video clips were created/owned by us. -This video is purely fan-made, if you (owners) have seen your content and want to remove this video, please message us privately or mail us wshrahdir@gmail.com before doing anything. We will respectfully remove it immediately. -COPYRIGHT DISCLAIMER UNDER SECTION 107 OF THE COPYRIGHT ACT 1976 - Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted by copyright statutes that might otherwise be infringing. Non-profit, educational, or personal use tips the balance in favor of fair use.

Self-awareness is a crucial key to finding out that blind spots. Without self-awareness, we move through relationships and experiences disconnected, unaware of how others receive and perceive us, and unable to take full responsibility for our outcomes. 

References: 
https://www.fearlessculture.design/blog-posts/how-to-conquer-your-blind-spots
https://www.forbes.com/sites/kevinkruse/2014/04/10/how-successful-people-cure-their-blindspots/
https://www.inc.com/marissa-levin/the-top-10-leadership-blind-spots-and-5-ways-to-tu.html

Subscribe to my channel: https://goo.gl/wRwHZB
Instagram: https://www.instagram.com/digitalwavetips/
Tik Tok: https://www.tiktok.com/@digitalwave01

TAGS: education,psychology,information,facts,motivation,health and wellness,relationships blind spots,leadership skills,Top 10 Leadership Blind Spots,Self-awareness,Fearless Leadership,Loretta Malandro,feedback,The Johari Window,Joseph Luft,Harry Ingham,self discovery,personal growth,leadership development,personal development,motivational speaker
















IMPORTANT! 
-None of these images, music & video clips were created/owned by us. -This video is purely fan-made, if you (owners) have seen your content and want to remove this video, please message us privately or mail us
wshrahdir@gmail.com
before doing anything. We will respectfully remove it immediately. 
-COPYRIGHT DISCLAIMER UNDER SECTION 107 OF THE COPYRIGHT ACT 1976 
- Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted by copyright statutes that might otherwise be infringing. Non-profit, educational, or personal use tips the balance in favor of fair use.

Digital Wave is a channel dedicated to production of educational content including facts, quizzes, riddles, brain teasers and general knowledge.

If You Ever Wanted To get Your education Video or,  Live on YouTube's Digital Wave Channel, Then Send the Video to "wshrahdir@gmail.com" & Your Video Will Be Uploaded On YouTube.



Digital Wave

The Top 10 Leadership Blind Spots, And how to overcome it?

“To get to the next level of greatness depends on the quality of our culture, which depends on the quality of our relationships, which depends on the quality of our conversations. Everything happens through conversations!”

Trust is a key factor in helping people connect with each other through conversation. We often make snap decisions and assessments about the person we are talking with and this involves identifying whether we think we can trust them.This can happen within 0.07 seconds, and this decision can heavily influence the nature of the conversation. If we trust the person we feel safe and so able to share our views more candidly. Where distrust is involved, we can shut down and operate based on our assumptions.

The Assumptions We Make About Other People

<ul><li>Transactional: people are exchanging information, updates, and facts that help us confirm if we are on the same page. There is not a lot of trust and people are focused on what they need to get from each other to confirm and validate their own perspectives.</li><li>Positional: here individuals are advocating for what they want and are seeking to ascertain whether they can influence the other individual to share their perspective. </li><li>Transformational: individuals conversing at this level seek to share their views and learn more about the perspectives of the others they are talking to.</li></ul>

The Conversational Dashboard: 3 Levels of Conversation

"Conversations are ‘rituals’ we embed into our culture and our relationships, and which give us a way to successfully structure our engagements with others… each ritual has a place and each enhances or impedes communication and engagement… Conversational rituals are what we do when we talk."

<ul><li>Our conversations can be structured in ways that support the development of shared trust and enable success. These conversations are the ones in which individuals respect and care about the other person’s perspective; they lead to co-creating conversations where both people Individuals are creating a shared sense of reality rather than trying to persuade the other person to see and agree with their point of view.</li><li>Ineffective conversations occur when individuals try to get their message across and talk past the other person—resulting in shared monologues as opposed to dialogue. </li></ul>

Effective And Ineffective Conversations

They happen when we are seeing the situation from our own individual perspective rather than seeking to understand the other person’s point of view. For example:<ul><li>Assuming others see, feel and think about the situation exactly as we do; this prevents us from trying to understand it from their perspective.</li><li>Failing to realize that fear, trust, and distrust change how we see and interpret reality.</li><li>Being unable to see something from someone else’s point of view if we are fearful or upset about a situation.</li><li>Assuming we remember what others say, we actually remember what we think about what others say.</li></ul>

Conversational Blind Spots 

"Change brings with it uncertainty, and uncertainty triggers fear. As leaders learn to reduce fear and increase trust within their organizations, they lay the foundation for higher-level conversations, where opportunities for greater innovation, collaboration, and success are revealed."

When you trust people, you’re more likely to listen to them. When you don’t trust someone, your brain shuts down and it’s harder for you to pay attention. The amygdala (the emotional center of the brain) is activated when someone doesn’t have faith in another person; the prefrontal cortex (the rational part of the brain) is activated when one does have faith in another person.A healthy conversation involves a lack of harm and punishment because you trust each other enough to express different points of view on the subject matter at hand.

Trust and Distrust in Conversations

According to scientists, a person’s brain shuts down rational thinking when they’re faced with a perceived threat. This is called an “amygdala hijack.” When this happens, you should be aware that your brain has shut off rational thinking and try some alternative reactions. In order to become more stress-free, we must identify the things that cause us stress. We can learn how to interrupt our patterns of stress by becoming aware of them and shifting our mindset from distrust and fear toward trust.

Amygdala Hijack

Good conversation starters for any social situation

teamwork

Teamwork

communication

Communication

Conversation Starters

The key to success in life and business is to become a master at Conversational Intelligence. It's not about how smart you are, but how open you are to learn new and effective powerful conversational rituals that prime the brain for trust, partnership, and mutual success. Conversational Intelligence translates the wealth of new insights coming out of neuroscience from across the globe, and brings the science down to earth so people can understand and apply it in their everyday lives. Author Judith Glaser presents a framework for knowing what kind of conversations trigger the lower, more primitive brain; and what activates higher-level intelligences such as trust, integrity, empathy, and good judgment. Conversational Intelligence makes complex scientific material simple to understand and apply through a wealth of easy to use tools, examples, conversational rituals, and practices for all levels of an organization.

Judith E. Glaser

Conversational Intelligence

"…why do your people come to work every day? If they come to work because their organization inspires the direct motives—play, purpose, and potential—they are likely performing at their best. If the culture is dominated by indirect motives—emotional pressure, economic pressure, or inertia—their performance is likely to be much worse."

Direct motives ( they drive performance)<ul><li>Play: It occurs when you’re engaging in an activity simply because you enjoy doing it.</li><li>Purpose: you do an activity because you value the outcome of the activity</li><li>Potential: you do the work because it will eventually lead to something you believe is important.</li></ul>Indirect motives (frequently harm performance)<ul><li>Emotional pressure: emotions such as disappointment, guilt or shame compel you to perform an activity</li><li>Economic pressure: you do an activity solely to win a reward or avoid punishment.</li><li>Inertia: you do what you do because you did it yesterday.</li></ul>

Why People Perform An Activity

Regarding work, play is the freedom to experiment, contemplate, and continuously improve processes to achieve a larger objective. Purpose is the second-highest motivator. People need to identify with their company’s primary objective and see how they make a difference.  Potential or a person’s belief that their role within a company supports their career goals is also important but not as potent as play and purpose. Individuals may craft their jobs building their play and purpose into their work but for an organization to reach its potential those factors need to run throughout its culture.

Play: The Most Powerful Performance Enhancer

<ul><li>Money might be the reason we accept a new position or promotion, but after the initial action, it doesn’t motivate us to do better work. </li><li>Emotional pressure like the potential for prestigious promotions or recognition doesn’t motivate better work. Economic and emotional pressures often lead to gaming behaviors where people figure out how to get the rewards, not how to do the job better.</li><li> Inertia or just showing up every day also doesn’t motivate high performance—instead, it often produces free-riders who come just for the check.</li></ul>

Money: An Effective Activator

<ul><li>They are people who show up for the money. They increase the size of a group but don’t increase productivity.  They are created when people don’t see the value of their work, their individual contributions can’t be determined, and they don’t know the other people in the group. </li><li>Job-crafters build their own purpose and meaning into their jobs which might motivate an individual to pursue their own agenda. For an organization to thrive there needs to be a sense that we all have the same purpose and meaning embedded in the company’s culture.</li></ul>

Free-Riders And Job-Crafters

"Academic researchers have found that tactical performance goals focus people on just the appearance of competence. Adaptive goals focus people on becoming competent."

A tactical performance goal is requiring workers to achieve a metric the organization has set to measure performance. An adaptive goal is asking employees to test new strategies regardless of the outcome to discover the best way to reach company objectives. By incorporating adaptive goals workers focus on the work itself and collaborate. While working on adaptive goals, people develop a sense of purpose and community, and they see how their work is important. Adaptive goals promote citizenship, workers help others and achieve larger goals.

Tactical Performance Goals and Adaptive Goals

They acknowledge both tactical and adaptive performance and create conditions so workers can identify whether or not they are meeting performance criteria. They foster play by empowering their teams with adaptive goals, they set a clear vision to create a common purpose, and they promote individual potential with training, coaching, and by supporting career goals.

The Best Managers Clarify What Good Performance Looks Like

The stress and anxiety from economic and emotional pressure cancel out the effects of positive motivators play, purpose and potential. We focus on attaining financial and emotional goals to get our needs satisfied, and we can’t relax and settle into productive work. By paying employees a fair wage and eliminating economic incentives for meeting metrics we encourage honest work.

Economic And Emotional Pressures

<ul><li>Quid pro quo leaders: They believe in giving rewards for good behavior and punishments to control bad behavior. They produce high levels of emotional pressure, Inertia, and economic pressure.</li><li>Hands-off leaders: They use neither direct or indirect motivators. They tend to get involved only when there is a problem. They believe their teams want lots of space. But teams perform best when the leader is involved.</li><li>Enthusiasts: There isn’t a motivator an enthusiast won’t try, direct or indirect.</li><li>Firestarters: They use direct motivators and do whatever they can to eliminate the indirect motivators.</li></ul>

Four Types of leaders

<ul><li>In a community, we have common values and responsibilities because of our interdependence and common goals. For a community to be healthy, its members must feel like citizens or responsible, contributing members.</li><li>Citizenship is an adaptive performance behavior. When an employee helps out another colleague in need, or advocates for the organization when they are unmonitored, the organization does better. </li><li>An organization’s culture can either inspire citizenship and build an active, supportive community or become a collective of free-riders and job-crafters.</li></ul>

Healthy Communities

The revolutionary book that teaches you how to use the cutting edge of human psychology to build high performing workplace cultures. Too often, great cultures feel like magic. While most leaders believe culture is critical to success, few know how to build one, or sustain it over time. What if you knew the science behind the magic—a science so predictive and powerful that you could transform your organization? What if you could use cutting edge psychology to unlock people’s innate desire to innovate, experiment, and adapt? In Primed to Perform, Neel Doshi and Lindsay McGregor show you how to do just that. The result: higher sales, more loyal customers, and more passionate employees. Primed to Perform explains the counter-intuitive science behind great cultures, building on over a century of academic thinking. It shares the simple, highly predictive new measurement tool—the Total Motivation (ToMo) Factor—that enables you to measure the strength of your culture, and track improvements over time. It explores the authors’ original research into how Total Motivation leads to higher performance in iconic companies, from Apple to Starbucks to Southwest Airlines. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach. High performing cultures cant be left to chance. Organizations must create systems that shape and maintain them. Whether you’re a five-person team or a startup, a school, a nonprofit or a mega-institution, Primed to Perform shows you how.

The revolutionary book that teaches you how to use the cutting edge of human psychology to build high performing workplace cultures.Too often, great cultures feel like magic. While most leaders believe culture is critical to success, few know how to build one, or sustain it over time.What if you knew the science behind the magic—a science so predictive and powerful that you could transform your organization? What if you could use cutting edge psychology to unlock people’s innate desire to innovate, experiment, and adapt? In Primed to Perform, Neel Doshi and Lindsay McGregor show you how to do just that. The result: higher sales, more loyal customers, and more passionate employees.Primed to Perform explains the counter-intuitive science behind great cultures, building on over a century of academic thinking. It shares the simple, highly predictive new measurement tool—the Total Motivation (ToMo) Factor—that enables you to measure the strength of your culture, and track improvements over time. It explores the authors’ original research into how Total Motivation leads to higher performance in iconic companies, from Apple to Starbucks to Southwest Airlines. Most importantly, it teaches you to build great cultures, using a systematic and sustainable approach.High performing cultures cant be left to chance. Organizations must create systems that shape and maintain them. Whether you’re a five-person team or a startup, a school, a nonprofit or a mega-institution, Primed to Perform shows you how.

Neel Doshi

Lindsay McGregor

Primed to Perform

Many Gen X grew up in divorced single-parent homes.So they were forced to be self-reliant and unsupervised early on. They want independence to get it done their way.

Motivate Gen X with two phrases, “Do it your way” and “Don’t sweat the rules”

Gen X grew up with email - but before SMS or apps.Their teachers stressed correct writing, too.Poor grammar drives Gen X nuts.

Send your Gen X colleagues well-written emails

They will love you.Gen X wants to know who is responsible at all times.They grew up when institutions weren’t to be trusted.

Acknowledge Gen X's emails quickly.

Not seniority, effort, or hours worked.You’ll often hear Gen X say, “If someone gets the job done in half the time, that’s fine.”

Focus with Gen X on mission and results.

Gen X grew up with workaholic Boomer parents.Seeing that, Gen X thinks work is part of life but not why they live.

Allow Gen X a balanced life

Not as part of a tribe (Millennials) or institution (Boomers).Institutions from Gov’t to marriage showed they couldn't be trusted during Gen X's youth.

Bond with Gen X as individuals

Give them data.Gen X says “Tell me how it is!” and cuts out the fluff.For generations like Millennials, this is hard.Millennials want the “shit sandwich” for feedback.

Be direct with Gen X

Gen X feels forgotten.Only 20% of the population.They’re also the people in your org with their heads down, getting stuff done.But, take them for granted and they can bolt.

Just acknowledge Gen X exists

Boomers/Millennials grew up in ages of abundance.Gen X is the first generation to NOT do as well financially as their parents or kids did.

Expect Gen X to be pessimistic

Expect them to be friendly but not “friends” at work.Unlike recent generations who bring their personal life to work.

Expect Gen X to want work-life separation

<ul><li>Say "Do it your way"</li><li>Use well-written emails</li><li>Say "I got it!"</li><li>Focus on the mission w/ them</li><li>Allow life balance</li><li>Bond as people</li><li>Be direct</li><li>Acknowledge they exist</li><li>Expect pessimism</li><li>Expect work-life separation</li></ul>

TL;DR: Win by doing these things with Gen X:

Michael's hit the bloody mark on this one: 9/10, nailed almost everything for me (even though I'm a Millennial, but barely). Definitely a huge help when dealing with Gen X'ers, even though this won't hit the sweet spot all the time (especially for those closer in age to either Boomers (born 1946-64) or Millennials (born 1981-96).

Understand yourself and those around you.

psychology

Psychology

10 mind hacks to use with Gen X

Research shows that authentic leadership may improve team performance compared to traditional management. Authentic leadership is a concept that was first formulated by Harvard professor Bill George, who was convinced that new leaders and innovative leadership styles would help corporations recover financially. The emerging theory of authentic leadership encourages managers to be genuine, self-aware, and transparent when guiding their teams.

Authentic leadership

Authentic leadership is viewed as an antidote to unethical leadership. An authentic leader will appear more reliable and trustworthy. In traditional leadership, managers work in a way that does not align with their personal values. This can be perceived as confusing to colleagues and may cause the team to work without direction, reduce satisfaction and lower overall productivity. Conversely, authentic leadership makes it easier for co-workers to recognise your values, follow your instructions, and understand your expectations.

The benefits of authentic leadership

There are five essential dimensions of an authentic leader: purpose, values, heart, relationships and self-discipline.﻿Principles when leading a team:<ul><li>Define your ethical values and ideals of leadership. Those values should guide your decisions as a leader.</li><li>Practice self-reflection through journaling, self-awareness exercises, or investing in a career coach to identify your strengths, weaknesses and thought processes.</li><li>Foster relational transparency. People will like working with you if you are transparent about your thought processes.</li></ul>

How to become an authentic leader

Despite the concept not being fully mature, early research has shown that authentic leadership may improve team performance compared to traditional management.

The emerging theory of authentic leadership

I wish I'd had the courage to live a life true to myself, not the life others expected of me.Most people had not honoured even half of their dreams and had to die knowing that it was due to choices they had made, or not made.


1. Courage to live your life 

2.  wish I hadn't worked so hard. They missed their children's youth and their partner's companionship spending so much of their lives on the treadmill of a work existence.

2. I wish I hadn't worked so hard.

Many people suppressed their feelings in order to keep peace with others. As a result, they settled for a mediocre existence and never became who they were truly capable of becoming.

3. I had courage to express my feelings.

Many had become so caught up in their own lives that they had let golden friendships slip by over the years. There were many deep regrets about not giving friendships the time and effort that they deserved.

4. I wished to stay in touch with my friends.

The so-called 'comfort' of familiarity overflowed into their emotions, as well as their physical lives. Fear of change had them pretending to others, and to their selves, that they were content, when deep within, they longed to laugh properly and have silliness in their life again."

5. I wish that I had let myself be happier.

Revised edition of the best-selling memoir that has been read by over a million people worldwide with translations in 29 languages. After too many years of unfulfilling work, Bronnie Ware began searching for a job with heart. Despite having no formal qualifications or previous experience in the field, she found herself working in palliative care. During the time she spent tending to those who were dying, Bronnie's life was transformed. Later, she wrote an Internet blog post, outlining the most common regrets that the people she had cared for had expressed. The post gained so much momentum that it was viewed by more than three million readers worldwide in its first year. At the request of many, Bronnie subsequently wrote a book, The Top Five Regrets of the Dying, to share her story. Bronnie has had a colourful and diverse life. By applying the lessons of those nearing their death to her own life, she developed an understanding that it is possible for everyone, if we make the right choices, to die with peace of mind. In this revised edition of the best-selling memoir that has been read by over a million people worldwide, with translations in 29 languages, Bronnie expresses how significant these regrets are and how we can positively address these issues while we still have the time. The Top Five Regrets of the Dying gives hope for a better world. It is a courageous, life-changing book that will leave you feeling more compassionate and inspired to live the life you are truly here to live.

parenting

Parenting

loveandrelationships

Love & Relationships

Revised edition of the best-selling memoir that has been read by over a million people worldwide with translations in 29 languages. After too many years of unfulfilling work, Bronnie Ware began searching for a job with heart. Despite having no formal qualifications or previous experience in the field, she found herself working in palliative care. During the time she spent tending to those who were dying, Bronnie's life was transformed. Later, she wrote an Internet blog post, outlining the most common regrets that the people she had cared for had expressed. The post gained so much momentum that it was viewed by more than three million readers worldwide in its first year. At the request of many, Bronnie subsequently wrote a book, The Top Five Regrets of the Dying, to share her story. Bronnie has had a colourful and diverse life. By applying the lessons of those nearing their death to her own life, she developed an understanding that it is possible for everyone, if we make the right choices, to die with peace of mind. In this revised edition of the best-selling memoir that has been read by over a million people worldwide, with translations in 29 languages, Bronnie expresses how significant these regrets are and how we can positively address these issues while we still have the time. The Top Five Regrets of the Dying gives hope for a better world. It is a courageous, life-changing book that will leave you feeling more compassionate and inspired to live the life you are truly here to live.

Bronnie Ware

Top Five Regrets of the Dying

We suffer more in imagination than in reality.

Associate only with people who improve you.

The greatest remedy for anger is delay.

Value your time more than your possessions.

Death is not in the distant future. We are dying every day.

5 Stoic lessons from Seneca

FOMO, or the "fear of missing out," has permeated most corners of our popular culture. But rest assured -- FOMO wasn't invented by some Madison Avenue agency. In fact, quite the opposite; the term was created by a Harvard MBA named Patrick J. McGinnis, author of The 10% Entrepreneur.However, while we have come to use it in our everyday vernacular ("Dude, my dog has serious FOMO every time I leave him at home"), McGinnis actually developed FOMO for the context of business decision-making.

The Fear Of Missing Out

Most people don't know that FOMO is just one half of the managerial equation. It has an even darker counterpart -- one that can cripple and then completely ruin companies if it's not managed well.FOBO, or the "fear of a better option, managers don't act at all, choosing instead to sit back and wait for a better option to come along.People have long agonized over major life choices, like getting married, taking a job, or buying a house, in hopes of finding a slightly better or radically better option.

Fear Of A Better Option(FOBO)

FOBO means that managers create as many options as possible, keep them open, and then decide which options work somewhere at the time and place that is most favourable.Today, when we have so many options, we don't just try to optimize whom we marry, or where we work or live -- we try to optimize nearly every aspect of our lives and we spend inordinate time and energy in the process.It's the ultimate analysis paralysis that we see plaguing our business climate, and it helps explain why corporations are succumbing to the nimbler start-up culture that is defining business in the 21st century.

How FOBO Affects Your Office

Leaders must accept that decisions come with downsides, trade-offs, and the risk of failure. Otherwise, they are too slow to react. With that acceptance in mind, leaders simply must move forward and make the best decision they can.In a world where innovation is the currency of effective leadership, indecision can be fatal. Blockbuster, Borders, Blackberry, Yahoo, and others failed to innovate, perhaps succumbing to FOMO, FOBO or both.

How to avoid FOBO

The inventor of FOMO is warning leaders about a more dangerous threat to  business. See how waiting for a better option is worse than missing out.

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The Inventor of FOMO Is Warning Leaders About a New, More Dangerous Threat

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