Anne Marie’s Musings and Wonderings, full of thoughts, questions, ideas to help readers reflect and develop new skills
Subscribe here
This is the practical follow-up to a blog post I published last week on the myth of multi-tasking: how to recognise when you are multi-tasking and what the potential negative consequences are for you if you multi-task regularly. While awareness is key to successfully resisting the temptation to multi-task, there are also
We often resort to multi-tasking thinking we can get more done that way. We think we can do many things at the same time to save time and energy. This is, unfortunately, a myth. The brain is not built for multi-tasking, it is at its best when ‘in the flow’, focused
I published a blog-post recently on how to use Cialdini’s ‘Six Principles of Influence and Persuasion’ to influence more effectively at work and now it is time to tackle that rather elusive area of resisting influence, so that I can get on with the job (or whatever I am
Some years ago I did the StrengthsFinder test and found out that one of my strengths is Positivity. I always knew that I had this strength, it comes with an ebullient personality: finding the positive in situations and with people, appreciating the good and focusing on strengths while overlooking any weaknesses, seeking
While I am very sure much has been written to explore the ‘Six Principles of Influence and Persuasion’ (by Dr. Robert Cialdini) in practice: to criticise and debunk their simple or superficial nature, I have to admit that I rather like them for that very reason: their simplicity and because
I was listening to a very interesting and absorbing interview this morning on RTE Radio I with Martin McGuinness. Now, before I go any further, I am not a member of any political party, nor do I want to be. I am a quiet voter who normally votes for individuals
How often have you felt under pressure to return a favour? Even the very idea of returning favours makes me feel uncomfortable, actually, I don’t even like the word ‘favour’ nor its many derivatives, such as favourite and favouritism. When I thought about it a little more deeply and quietly,
Much research into the reasons why people leave their jobs tends to point either directly to the relationship with their boss or to some aspect of the relationship with the organisation for which the immediate manager has responsibility (See Gallup). People don’t leave when they are: valued for making a contribution; respected for knowledge
I have been struck by the David Moyes sacking and am not a big soccer fan (although living with a few Man United fans makes me familiar with the soccer club whether I am keen or not). I think there is a lot of learning to be gleaned from this
Performance management is founded on the concept that we need to look back at the previous year and see what we could have done better and set goals to address this in the following year’s plan. After all my years (and we are talking many, many years) of both participating