Research has shown that innovators and entrepreneurs don't take more risk than the average person. However, they are more comfortable making decisions in uncertainty.
They have a set of skills that allows them to navigate in uncertainty. These skills can be learned and practised by anyone to improve their innovation skills.
Risk analysis is a rational and calculation-driven process, while uncertainty triggers the fight-or-flight response. Innovators don't ignore risk. They are able to maintain their analytical capabilities in the face of uncertainty.
These skills can be learned through a combination of guidance, practice, and experience.
Uncertainty and change can create opportunity and a need for innovation.
The pandemic has revealed many problems that are ripe for innovative solutions. Practices that were until recently on the fringe of acceptance are now accepted by mainstream society, such as telehealth, food delivery, e-sports, and online education.
Narcissism, it turns out, is not a one-dimensional personality and there are nuances in character and behaviour.
Humble narcissists, people who are egoistic but still able to admit mistakes, and leaders that are trainable, or are able to give other people credit, are a paradoxical but strong leadership package.
Counterbalancing the narcissistic traits with humility is something that can be taken up by managers who believe they may fall in this category.
This can be done by:
The nominations for the Peace Prize has gradually increased from the first year it was recorded in 1904, swelling from 22 to 376 in 2016.
Media coverage regarding the awards is also much bigger than before, resulting in an increased awareness of the prize.
When Muhammad Yunus received the prize in 2006 for his micro-credit initiative to thousands of poor people which became Grameen Bank, many people thought the name of the prize winner was the name of the bank.
Humanitarian work by the common man was rewarded since the inception of the prize but is well-known now due to increased exposure and media coverage.
Whether you are a manager, teacher, or physician, you are a leader in your organization or community. In times of distress, it can be difficult to know how to help others best and motivate them to continue performing and growing.
The pandemic is making it even more difficult, changing how you work, learn, or communicate.
In the face of uncertainty, it is natural to hold on to the status quo and stick to as-normal-as-possible routines and tasks. This can work when the context is predictable, and the goal is clearly defined.
However, during periods of volatility and stress, a taskmaster mode could be a mistake. The individual can feel pressured or obligated, which will make them negative. It is more important to prioritize your team's needs and create an environment of trust and support. It will unleash positive emotions, and the person is likely to feel more confident, hopeful, and willing to consider new ideas.
We can follow six steps to help others, using the acronym “REACH”:
Virginia Apgar, an American anesthesiologist and medical researcher, created a test to assess the health of new-born babies quickly and to find out if infants need immediate neonatal medical care.
The 'Apgar Score' continues to be used as a standard practice worldwide, and is accredited with saving the lives of millions of babies.
Virginia Apgar noticed that although infants mortality declined between 1930 and 1950, the death rate for babies in the first 24 hours after birth stayed the same.
Apgar began recording the differences between healthy newborns and newborns requiring medical attention. She created a test to asses the health of newborn babies.
The Apgar scoring system gives each newborn a score of 0,1, or 2 across five categories. Zero is given to the worst possible condition, and two is the ideal condition.
The test is performed 1 minute after the baby is born, then again after 5 minutes. A total score of 3 or below is categorized as critically low and in need of immediate medical care.
Human history is often framed as a series of episodes, representing sudden bursts of knowledge. The Agricultural Revolution, the Renaissance, and the Industrial Revolution are a few examples where it is generally thought that innovation moved quicker than at other points in history, leading to a shake-up in science, literature, technology, and philosophy.
The Scientific Revolution is the most notable of these, emerging just after the dark ages.
Much of the knowledge about the natural world during the middle ages dates back to the teachings of the Greeks and Romans. Many did not question these ideas, despite the many flaws.
The man who started the scientific revolution was a Renaissance mathematician and astronomer, Nicolaus Copernicus.
Copernicus developed a heliocentric alternative to Ptolemy's planetary system. His system placed the Sun at the center instead of the Earth. The detailed controversial theory of Copernicus enraged the Catholic church, and was eventually banned in 1616.
After the heliocentric model was banned, Johannes Kepler, a German mathematician, developed a keen interest and later published a public defense of Copernicus' theories.
Corpernicus' model still had flaws in predicting planetary motion. Kepler theorized that planetary bodies orbit along an elliptical path, and not perfect circles as Ptolemy and Copernicus had assumed.
Kepler also made other notable discoveries.
Galileo Galilei, a contemporary of Kepler, built a telescope and began fixing its lens on the planets. He made a series of remarkable discoveries: that the moon was not flat and smooth, there were spots on the sun, Jupiter had moons that orbited it, Venus had phases like the moon, which proved that the planet rotated around the sun.
Galileo published his findings but was later put on trial for heresy and put under house arrest for the remainder of his life. He never stopped his research and published several theories until his death in 1642.
Several decades later, the English mathematician Isaac Newton proved the Copernican heliocentric model. Newton's discoveries in many ways marked the end of the Scientific Revolution. His achievements became the foundation for modern physics.
In 1687, Newton described three laws of motion to help explain the mechanics behind elliptical planetary orbits. He also made several other significant contributions to the field of optics.
People with high emotional intelligence (EQ) are generally found to have more success in life.
Being better at handling and gauging emotions and forming relationships is a formidable trait in this world of Artificiality and automation. EQ helps in people moving up the corporate ladder, in their job performance, in attaining better salaries, and is one of the top 10 job skills(or desirable trait in a prospect) of 2020.
... we need to ask ourselves in order to assess low emotional intelligence:
We tend to assume that confident people have more potential for leadership.
However, there is little overlap between how good people think they are at something, and how good they actually are.
We seem to want leaders who are charming and entertaining, but a stand-up comedian is not the same as an effective leader.
The best leaders are humble rather than charismatic, to the point of being boring.
We've always admired famous people, but our admiration for people who admire themselves is on the rise. But true leaders keep their narcissism in check.
Popular advice focuses on loving yourself above all else. And this creates leaders who are unaware of their limitations. They see leadership as an entitlement.