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Lila H.

@lila_vhh172

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Arthur C. Clarke
“The only way to discover the limits of the possible is to go beyond them into the impossible.”

@lila_vhh172

Inspiring Quotes on Innovation

success.com

William Blake
“What is now proved was once only imagined.”
Steve Jobs
“I want to put a ding in the universe.”
J.K. Rowling
“Anything’s possible if you’ve got enough nerve.”
Albert Einstein
“You can’t solve a problem on the same level that it was created. You have to rise above it to the next level.”
Peter F. Drucker
“If you want something new, you have to stop doing something old.”
Charles Kettering
“If you have always done it that way, it is probably wrong.”
Albert Szent-Györgyi
“Innovation is seeing what everybody has seen and thinking what nobody has thought.”
Thomas A. Edison
“There’s a way to do it better – find it.”
William Pollard
“Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.”
Innovators don't take more risk

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.

You too can be a great innovator, if you just learn to work with this

fastcompany.com

  • Risk is when the factors that determine success or failure are out of your control, but the odds of success are known.
  • Uncertainty is when the factors that determine success or failure are not out of your control but are simply unknown. It is playing a game that you do not entirely know the rules of.

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.

  • Delivery skills. Skills include quantitative analysis, planning, detail-oriented implementation, disciplined execution.
  • Discovery skills. Theses skills are more involved in developing ideas and managing uncertain situations. It includes the ability to draw connections between ideas, questioning assumptions and the status quo, understanding a problem before trying to solve it, systematic experimentation, the ability to network and broaden a set of relationships. For innovation, discovery must come before delivery.

These skills can be learned through a combination of guidance, practice, and experience.

  • P - assion: Successful innovators are passionate about the problem they are trying to solve and will share the passion with everyone.
  • E - xperience: Innovators have experience with the problem they are solving, yielding valuable insight and knowledge.
  • P - ersistence: Growing a business takes persistence. It takes someone willing to push uphill to make it happen.

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.

Is there a time you tried to do something and failed? Is there a time you received negative feedback from your boss. How did that make you feel? Is there a conflict at work that made you feel frustrated?
  • Emotionally intelligent people are good at understanding and managing their emotions. They are also empathetic and good at handling others' emotions 
Tell me about a hobby you like to do outside of work. Can you teach me about it?
  • Act as you don't understand what he's saying, and observe his reaction. Emotionally intelligent people remain patient and calm when faced with a communication challenge.
Can you tell me about a time you needed to ask for help on a project?
  • Emotionally intelligent people know and admit when they need help.

How to Assess Emotional Intelligence During the Interview Process

thinkgrowth.org

The Trait Of Narcissism
  • Narcissism is a personality trait that makes a person represent an excessive, almost exclusive focus on the self, putting the social structure out of balance and leading to toxic behaviour, especially at the workplace.
  • Narcissists can appear charismatic and leader-like, but eventually come across as needy, egoistic people craving for attention and validation.
  • Showcasing drive, self-confidence and a desire to lead brings productive results, but leads to negative outcomes if it is self-centered.

Tapping the surprising science of “humble narcissism”

fastcompany.com

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:

  1. Finding someone to praise everyday.
  2. Admitting your limitations and mistakes.
  3. Being ‘teachable’ and learn from others.
  4. Trying to act humble..
The Nobel Prize
  • The Nobel prize is described as the worlds’ most prestigious prize in the Oxford Dictionary of Contemporary History.
  • Sitting inside the Grand Hall at the Nobel Institute, the Norwegian Nobel Committee announces the nominations in October every year, something looked at with great interest from politicians and journalists.
  • The awards are presented on 10th December, a date coinciding with Alfred Nobel’s death anniversary.

How the Meaning of the Nobel Peace Prize Has Evolved

time.com

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.

Esteemed Common Man

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.

  • As global warming and climate change came in the picture, something which was criticized by many committee members, as there was no such concept during the time of Alfred Nobel.
  • His ideology for the prize had the first criterion as ‘fraternity between nations’ which can be argued as fighting together to save the planet from whatever problem threatens it.
  • This is also an example of how the prize has stayed relevant over the years.
Coping in uncertainty

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.

How to Support the People You Lead in Times of Uncertainty

greatergood.berkeley.edu

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”:

  • Resonance. Check in with each person without discussing a list of tasks. The goal is to create a supportive and positive relationship.
  • Empathy. Shift your concern from wanting to be understood to understanding others.
  • Awareness. Be aware of your mindset and emotions. Emotions are contagious.
  • Compassion. Try to focus on the needs of others and encourage caring and warmth to help another person in their development.
  • Hope. Spreading positive emotions will uplift others when you help them to picture a brighter and better future.
  • Humor. Stress shuts us down to new ideas and experiences. By keeping things light, you remind others to keep smiling. In turn, it will reduce stress and increase satisfaction, productivity, and performance.
Virginia Apgar

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.

Heroes of Progress: Virginia Apgar

humanprogress.org

  • She was born on June 7, 1909, in Westfield, New Jersey.
  • Apgar focused on a career in the medical industry due to her two brother's medical problems. (One died due to tuberculosis, and the other lived with a chronic illness.)
  • In 1929, Apgar earnt a degree in zoology, and in the same year, she began her medical training at Columbia University's College of Physicians and Surgeons.
  • She obtained her MD in 1933 and began a two-year surgical internship. She was advised to make a career in a new field of study, anesthesiology.
  • She later became the director of the newly established division of anesthesia at the Presbyterian Hospital.
  • In 1949, she became the first female to hold a full professorship in anesthesiology at P&S, affording her more time to do research.

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.

  • Activity (muscle tone)
  • Pulse
  • Grimace (reflex irritability)
  • Appearance (skin color)
  • Respiration

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.

A Short History of the Scientific Revolution

thoughtco.com

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.

  • Aristotle taught everything beneath the moon was comprised of four elements: earth, air, water, and fire.
  • Greek astronomer Claudius Ptolemy thought that heavenly bodies such as the sun, moon, planets and various stars all revolved around the earth in perfect circles.
  • The ancient Greeks and Romans held to the idea that illnesses were the result of an imbalance of four basic substances and was related to the theory of the four elements.
  • During the Renaissance, there was a renewed interest in the arts and literature. It led to a shift toward more independent thinking.
  • In 1517, Martin Luther nailed his 95 theses to the door of the Roman Catholic Church. Luther promoted his thoughts by printing and distributing them, encouraging churchgoers to read the Bible for themselves. This led to the Protestant Reformation.
  • In the process, the criticism and reform led to placing the burden of proof ahead in understanding the natural world, paving the way for the scientific revolution.

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.

If You Can Truthfully Say 'Yes' to Any of These 5 Questions, Your Emotional Intelligence Is Lower Than You Think

inc.com

... we need to ask ourselves in order to assess low emotional intelligence:

  1. Are you quick to judge? Low EQ people make hasty, impulsive and negative decisions.
  2. Do you have a hard time accepting criticism? Low EQ people tend to freak out when criticized.
  3. Are you stressed or anxious? People with low EQ tend to be anxious and stressed.
  4. Are you a bad listener? Low EQ individuals neglect to listen and lack empathy
  5. Is it hard to recover from mistakes? High EQ individuals are resilient and heal easily.

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.

Why do so many incompetent men become leaders? And what can we do about it?

ideas.ted.com

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. 

  • Focus on the right traits. Promote people because of competence, humility, and integrity.
  • Distrust your instincts. Focus less on the impressions people make during job or media interviews.
  • Don't lower your standards when you select women.

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