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In many of the most innovative companies the fast-paced practice of 'teaming' is a key part of collaboration. How is #teaming different from working in traditional, static teams? A few key differences:

Leaders today face unique challenges and new questions about how their teams should work together. Our new Field Guide to Leading Dynamic Teams is a resource for leaders to think innovatively about designing and managing teams within their organizations: ow.ly/Vry050Pq9F8

In most teams #resilience is seen as the responsibility of the individual. In the best resilient teams however, each team member feels a collective responsibility to lift each other’s energy and well-being. Fostering this rare feature can increase resilience exponentially.

Thoughts on #resilience from Johns Hopkins Medicine's Kevin Sowers deloitte.wsj.com/cmo/2020/11/20… #ThursdayThoughts Johns Hopkins Carey Business School Hopkins Nursing Hopkins Business of Health Initiative

CIL Core Faculty Michelle Barton and Kathleen M. Sutcliffe studied adventure racing teams and uncovered new insights regarding both team and organizational #resilience. Learn more in their research article here: onlinelibrary.wiley.com/doi/full/10.11… Johns Hopkins Carey Business School Bloomberg Distinguished Professors Johns Hopkins Medicine

High-reliability organizations (HROs) are organizations that have demonstrated reliable, safe performance despite operating in intrinsically hazardous settings. Bloomberg Distinguished Professors Kathleen M. Sutcliffe has been at the forefront of studying the practices of these HROs. Johns Hopkins Carey Business School

Once undervalued as a mere “soft skill” empathy is now recognized as a “power skill” equipping leaders to face modern management challenges. What are the drivers leading to the rise of the empathetic leader? One factor is the embattled mental health of the global labor force:

Six quick tips to #lead with #empathy

A growing body of research is demonstrating what many will have known to be true anecdotally already: that empathetic leadership carries a host of benefits, from cultural to results-oriented. We can now add #innovation to this list. catalyst.org/reports/empath…

From the pandemic to the 'great resignation,' healthcare staff have been under extreme pressure. According to a study of almost 3000 international healthcare leaders by Philips, the top priority today is to improve staff experience. But how can #healthcare #leaders address it?

Aided by digital technologies, flatter organizational structures and increasing awareness of softer #leadership skills, #collaboration in organizations is certainly on the rise. At the top of our organizations though, how collaborative are our C-suites?

What are the current top skills and competencies for leaders to prioritize? Sourced from various reports on the future of work and leadership, here are 24 of the most in-demand leadership skills today. #ThursdayThoughts

What does this moment ask of me as a leader? Effective leadership means assessing the needs of the current moment and deploying the right combination of #empathy, #competence, and #agility to meet those needs.

Earlier this year, The Economist's Andrew Palmer accompanied our students for the first days of the 2023 Leadership Development Expedition course in Norway, capturing the experience in his new podcast, Boss Class. Check it out here: economist.com/podcasts/2023/…

With the end of the year around the corner, reflection and renewal are on everyone's minds. Here are three developmental #goals for the innovative leader: #leadership #ThursdayThoughts

How primary #healthcare #leaders are able to build resilience in their organizations before, during, and after unexpected shocks is key to public health preparedness – as this new study into Finland’s healthcare response to COVID-19 demonstrates. Source: doi.org/10.1186/s12913…

Four eye-catching statistics demonstrate #inclusion is the key to unlocking talent attraction, retention, motivation, creativity and performance in organizations today. Sources: HBR, BCG, CECP, Cloverpop, McKinsey

Leaders account for up to 70% in employees’ experience of belongingness and psychological safety. Inclusive leaders see a: 17% increase in team performance 20% increase in decision-making quality 29% increase in team collaboration …and cut attrition risk by 76%

Check out this great feature on LDE alums Branden and Stacey!

For the organization, just as important as defining and articulating what that purpose is, is actioning it.