Archive for Month: December 2020
Combining both passion and professional expertise, Dr. Nyi Nyi Zaw is helping change the field of hospital management for the better. In Myanmar, the hospital management industry is booming and has room to improve and grow. We sat down with Dr. Nyi Nyi Zaw to ask more about his work and what motivates him. His answers and his personal story, we believe, will inspire our readers.
DeBoer Fellowship (DF) staff: Why are you in this field of work?
Dr. Nyi Nyi Zaw: During the second semester of my final year of medical school,
Dr. Linda A. Hill, business professor at Harvard Business School, reveals how organizations with effective leadership can generate group creativity in this TEDxCambridge Talk, “How to manage for collective creativity.” Through years of research and analysis on innovative leadership, she uncovers unexpected results of what it takes to lead organizational innovation.
If we want to build organizations that are consistently innovative, Dr. Hill says we must practice new approaches to leadership.
There is rarely one person responsible for widespread innovation.
Podcast Ep. 5 – In Pursuit of a Passion တိုးတက်အောင်မြင်စေရေးအတွက် မိမိစိတ်အားထက်သန်ရာကို ရှာဖွေလုပ်ဆောင်ခြင်း (with Clara Tang)
A purposeful life is when a person strives to pursue his or her passion, achieve growth, and contribute to his or her community. It is challenging to keep motivating oneself to continuously move forward, no matter life’s circumstances. Clara Tang, former Executive Director of Hong Kong Chamber of Commerce, shares how she perseveres and pursues her passion for learning in the midst of challenges.
Throughout this podcast, we bring a collection of experts who share best practices and practical tools to help you become a more effective leader. We focus our insights for leaders in Myanmar.
McKinsey senior partners and authors Scott Keller and Mary Meaney offer valuable tips about leadership transitions, how organizations can support new executives, and what new leaders can do to flourish in their role. Executive transitions are risky. They can determine the direction and success of the entire organization.
New leaders receive limited support
New leaders often face incredible difficulty and limited help from their organizations. According to McKinsey, only “32% of…global leaders…feel that their organizations appropriately support new leaders.”
The most frequent attempts at assisting new executives – appointing mentors or informal networks for the leader and employing standard orientation programs – are consistently reported as ineffective by these leaders.
“Culture, whether good or bad, is just the product of the values and behaviors of our leaders,” writes Harvard Business Review (HBR) author Tomas Chamorro-Premuzic.
Toxic organizational culture does not happen immediately. It is often the result of the quality of the company’s leadership team and repeated behaviors over time. We recommend this article summary of HBR’s, “How To Spot an Incompetent Leader.” In it, Chamorro-Premuzic offers ways to identify incompetent leaders who contribute to toxic culture;