Curious employees are more engaged, more motivated, more open to change and more likely to volunteer novel ideas.
Making sure innovation capabilities stick requires that learning leaders specify desired behaviors and help learners root out “behavioral blockers.”
Collaboration and open communication naturally blossom when employees explore creative pursuits together.
Fear is one of the greatest barriers to action. Fear keeps people from taking risks, it keeps them from learning and it keeps them from taking action.
Curiosity can be defined as the intrinsic motivation to learn, and research has found that curiosity improves learning and memory.
While talents and abilities can be developed, gifts are inherent; they are a part of who you are. Ironically, bad behavior can often be a sign of a gift that’s trying to come out.
Fostering and growing a culture around critical feedback doesn’t happen by chance. It takes key deliverables with a focused effort to take the idea of providing feedback intentionally and regularly and make it a reality in organizations.
Many businesses are preparing for a second, winter wave of COVID-19 and want to establish new ways of working that promote greater resilience and flexibility.
The ability for leaders to be unleash employee creativity is quickly transitioning from a “nice-to-have” to a “must-have-now.”