Remove Attention Remove Brain Remove Knowledge Worker Remove Mind

Tech Wellness in the Nonprofit Workplace: Tips for Avoiding Collaborative Overload

Beth Kanter

According to Rob Cross’s research, knowledge workers spend 90 to 95 per cent of their time on the phone, responding to e-mails or in meetings. Remote workers are often in very different physical locations, with different working patterns (that fit around the rest of their lives), and different needs. Being Present means paying attention to the people in front of us, focusing on the tasks at hand, and managing our emotions in the moment.

A Freethinking Leader's Guide To The Real World

Eric Jacobsen Blog

Very few organizations can measure knowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. Buckingham/Goodall : First, it puts the brain into flight-or-fight mode, which actually impairs learning rather than impelling it.

Cisco 52
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Nine Lies About Work

Eric Jacobsen Blog

Very few organizations can measure knowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. Buckingham/Goodall : First, it puts the brain into flight-or-fight mode, which actually impairs learning rather than impelling it.

Work 52

Nine Lies About Work

Eric Jacobsen Blog

Very few organizations can measure knowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. Buckingham/Goodall : First, it puts the brain into flight-or-fight mode, which actually impairs learning rather than impelling it.

Work 52

Nine Lies About Work

Eric Jacobsen Blog

Very few organizations can measure knowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. Buckingham/Goodall : First, it puts the brain into flight-or-fight mode, which actually impairs learning rather than impelling it.

Work 52

Nine Lies About Work

Eric Jacobsen Blog

Very few organizations can measure knowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. This research is the most precious knowledge we have about what animates great teams and their leaders, and is the foundation of the book. Buckingham/Goodall : First, it puts the brain into flight-or-fight mode, which actually impairs learning rather than impelling it.

Work 40