{"id":3792,"date":"2019-07-01T11:29:53","date_gmt":"2019-07-01T09:29:53","guid":{"rendered":"http:\/\/silta.es\/juantatay\/?p=3792"},"modified":"2019-07-01T11:29:53","modified_gmt":"2019-07-01T09:29:53","slug":"blog-posts-worth-read-from-junes-2019-last-week","status":"publish","type":"post","link":"https:\/\/silta.es\/juantatay\/blog-posts-worth-read-from-junes-2019-last-week\/","title":{"rendered":"Blog posts worth read from June’s 2019 last week"},"content":{"rendered":"

How to Work Alone<\/a><\/strong><\/p>\n

Skill #1: Silencing the inner demons<\/em> and going with the flow.
\nSkill #2: The ability to face distractions<\/em> head on.
\nListen to sounds of nature.
\nAccept imperfection.
\nSkill #3: The ability to know when the day is done<\/em>.
\nSkill #4: The ability to find your natural habitat<\/em>.<\/p>\n

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2 Signs That Instantly Identify Someone With Bad Leadership Skills<\/a><\/strong> (via @jorgecortell<\/a>)<\/p>\n

Stop rewarding two typical male traits<\/em>
\nIn his phenomenal and alarming book Why Do So Many Incompetent Men Become Leaders? (And How to Fix It), he explains how these same two characteristics can later backfire as overconfidence, narcissism, and even psychopathy, resulting in disaster.
\nHere’s why you should not reward people–men or women alike–with the two masculine traits:
\n1. How confidence will backfire.
\n\u2026there is in fact no relationship between confidence and competence.
\nCompetence is how good you are at something. Confidence is how good you think you are at something. \u2026While confidence is good to have, overconfident leaders overrate their ability and job performance, and are more prone to reckless decisions because they are immune to negative feedback.
\n2. How charisma will backfire.
\n\u2026while charisma has been associated with extroversion, drive, and even more physically attractive features, it is hard to define and measure, and it exists in the eye of the beholder.
\nAccording to Chamorro-Premuzic, \u00abCharisma clouds people’s evaluations of how leaders actually perform. Rather than being objective, we are less judgmental about leaders’ performance when we see them as charismatic, and we are more critical when we don’t.\u00bb
\n\u2026research has shown when followers have more information on a leader, the importance of charisma declines.<\/p>\n

Whom to reward, instead, for leadership roles<\/em>
\n\u2026the best leaders combine IQ (intellectual intelligence) with EQ (emotional intelligence), which enable personal effectiveness and self-awareness.
\nChamorro-Premuzic also points out that a high EQ is also associated with people-centered leaders who are more humble, honest, and ethical. To his point, the shift to focusing on selecting and developing more leaders with these traits–as competencies–would also help correct the gender imbalance in higher leadership ranks, since the underlying issue remains that we, as a society, lack valuing these traits in the leaders we choose.<\/p>\n

To bring this discussion home, it’s crucially important to remember that the very traits that propel more men into leadership are the same traits that get them fired. In other words, what it takes to get a leadership role is nearly opposite of what it takes to do it well and keep the role.<\/em><\/p>\n

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The frontiers of impact tech<\/a> <\/strong>report<\/p>\n

The report features a global panorama of 180+ innovation areas and 500+ projects that can help advance the 17 Sustainable Development Goals defined by the UN for 2030. It also provides an analysis of the Impact Tech opportunities, challenges, and strategies to scale. \u2026 It is intended for entrepreneurs, investors, incubators, scientists, businesses, policymakers, and civil society organizations willing to better understand how science, technology and system entrepreneurship could help address some of the world\u2019s most pressing issues.<\/div>\n
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Key Takeaways<\/div>\n