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This is in sharp contrast to those of a generation ago- teacher, banking/finance and medicine. They key concept here is to realize that Millennials must feel significant as individuals, and this significance must be from an external and public source, rather than expecting them to find value in an internal beliefsystem or ideal.
They need to know where they want to take their people (that comes from having knowledge, goals, and/or beliefs therefore is developed). link] mikemyatt We are in agreement on all points Dan. The real key is not whether or not you are naturally gifted, but rather what steps you take in developing toward your full potential.
I love the comment by Sally Kempton when she said…"It's hard to fight an enemy that has outposts in our heads" As we encounter challenges we are afforded invaluable opportunities to reshape our mental filters and personal beliefsystems. M [link] mikemyatt Hi Mark: You point about chosen beliefs is an astute one.
The mechanistic world of the industrial age continues to have a grip on our beliefsystem. Thanks for sharing Tom. susanmazza Excellent and important distinction Mike. I think we focus on efficiency because that gives us "permission" to focus on the things that we can control.
The diversity across markets results in a mixture of backgrounds of different beliefsystems, habits, and perceptions that govern the behavior of local team members. Another aspect of the challenges faced by FinTech leaders is managing teams through a series of transformations successfully.
"False" beliefs, a lack of sincerity, or any beliefsystem that is not genuine can be harmful. What I was able to take away from your comment was insightful if viewed with perspective.
As you point out though we are now faced with a culture of political correctness> It no longer comes just from the "top" but is deeply ingrained in our beliefsystem, especially when it comes to work environments. I don't think you are in the minority in your view.
Leaders sometimes forget that new hires are a reflection of the beliefsystems they established. Every attempt must be made to integrate the company’s value system into its hiring profiles. New hires must reflect the company’s core beliefs.
Yet the most important drivers of entrepreneurship are often the more subtle “software”: the networks of trust going back to high school or military service, the beliefsystems or values at the root of people’s resilience in the face of setbacks, or the social norms which encourage thinking out of the box.
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