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Hi. My name is Tuvia. I am the founder of ClearWater A&D, and a real enthusiast of the subject area of Business Psychology. The blog has four types of entries:

(a) Articles – Medium length articles of 2,500 to 4,000 words;

(b) Contributions from friends of ClearWater;

(c) Short blogs; and

(d) Series – A series of interlinked articles focusing on a single theme.

– Enjoy

Coaching B-Players

From B to A

What pragmatic steps can you take to create a powerful Leadership and Personal Development Plan (L-PDP), one that is sufficient in scope to convert a B-player to an A-player and be embraced so totally by the B-player that it works!??? To read more …

Working with You Is Killing Me: Part #3

Fatal Attraction

When you first met, you felt drawn to that person; you were excited at the prospect of working together – there was something about that person that fulfilled a strong inner need within you. However, over time, interactions with this person left you emotionally exhausted and professionally frustrated – by now, you are dreading the next interaction. You spend your days and sleepless nights running conversations in your head, trying to understand the other person, thinking of ways of bringing the relationships to what it was in the past – but with no avail. No matter what you do, you cannot steer the relationships back to its vibrant beginning. To read more…

Working with You Is Killing Me: Part #2

The Empty Persona

“I was here on Saturday afternoon. Where were you?” This kind of “subtle” pressure to work 24/7 is typical of the ‘Hero’ – one of the four characters featuring in this chapter of ‘Working with You Is Killing Me’. This chapter focuses on those colleagues who drive you crazy; yet you find it very difficult to challenge or to tackle them, simply because they are star performers. But they are star performers with a dark-side – they have a seemingly fatal personality flow or a psychological limitation that colours their achievements, holds them back, and makes the life of others a misery. To read more…

Working with You Is Killing Me: Part #1

Being Hooked

The first chapter of the 7-part series. This chapter explores the emotional trap of ‘Being Hooked’ – having a consistent irritable reaction to someone or something at work – i.e., whenever we come across this person or this thing at work, we feel irritated, annoyed, anxious, frustrated… Being hooked means feeling trapped in relationships, positions, roles, and situations that drain our energy, invade our thoughts, keep us awake at night and make us feel stuck in no-win positions. To read more…

Working with You Is Killing Me

The series ‘Working with You Is Killing Me’ is a set of seven interlinked articles looking at managing the dark side of colleagues at work, and freeing oneself from the work-based emotional traps. The series draws on the work of, and gives credit to, Katherine Crowley and Kathi Elster, whose exceptional book ‘Working with You Is Killing Me’ was the inspiration for this series. To read more…

The Dark Side of Leadership

On the route to become a major liability… Remember Gerald Ratner, the entrepreneur who created the multi-million jewellery business, and in one statement (“People say. ‘How can you sell this for such a low price?’ I say, because it’s total crap”) wiped out an estimated £500m from the value of the company. How about Nick Lesson? – The golden boy of Bearing Bank, whose actions resulted in the sale of the 200-year establishment for £1. To read more…

Quotes

There is rarely a management development programme where the facilitator doesn’t use a quote. A quote to inspire, to get a point across, to summarise the essence… one for almost every occasion. Here are sixty quotes that were collected mainly from a discussion at www.Linkedin.com. My favourite is “Scream if you want to go faster”. To read more…

Is Heroic Leadership All Bad?

The heroic leader, the charismatic, goal-scoring superstar who doesn’t mind carrying the team on his back, is out. Enter the post-heroic leader, the quieter, engaging team player who brings every player into the decision-making process. In fact, today’s complex business environment requires a leader who combines the best of both styles. This author describes why. To read more…

Business Lessons from Lady GaGa

Some say the meteoric rise of Lady GaGa to fame will be short-lived and that she will disappear from the music scene, nearly as quickly as she emerged into it. This blog, puts the argument that there is a clear logic beyond the outlandish and eccentric new entry into the entertainment scene, and that are five simple, yet powerful lessons, for every business to learn from the new first lady of the music industry. To read more…

Five Monkeys, a Banana, and Corporate Culture

Harlow’s classical Animal Psychology experiment is used as an anology to explain the creation and maintenance of corporate culture, rules, regulations, and processes, that keep on living in the organisation collective action, even after the original reason for introducing them is all forgotten or becomes irrelevant. It is the story of five monkeys, a banana, and the creation of powerful corporate culture. To read more…

Pelé or Maradona?

Pelé or Maradona? — Probably the biggest ever debate among football lovers. The first led teams of ‘magicians’ to three World cup wins, equated the name of Brazil with football and established Brazil as the greatest ever football nation. The other won the 1986 world cup single-handed (literally, some might say). This blog builds on this timeless comparison to explore common issues in assessment for high level roles. To read more…

Damage Limitation: Preventing Liability and Derailment

After being extradited to the remote Elba Island in 1814, Nahpoleon did not waste time feeling a sense of remorse for the half-million French families mourning their lost ones who died in the Napoleonic Wars. What history books provide us with is a detailed account of a relentless leader planning his comeback with devastaiting effects for the French nation. Using this anecdote and other examples, this paper explores the dynamics of executive derailment, and offers pragmatic ways to minimise the potential damage that weaknesses bring about. To read more…

What’s Wrong with Ability Tests?

One of the main disappointments in our profession is the current state of commercial Ability tests. After nearly 100 years since first introducing ‘scientific’ measurements of intellectual capacity, you would have expected something much better than what we currently have. To read more…

BE DiFFERENT Creation Process

This post combines three short blogs from Roy Osing, answering three questions of the four questions in the creation process of BE DiFFERENT – Namely: (1) How big do you want to be? (2) Who do you want to serve? and (3) How will you compete and win? The final part (4th question, will be posted shortly). Stay tuned for the final question: How to build your Strategic Game Plan…. the elevator speech of your strategy! To read more…

Dazzle your Customers – The 4-step BE DiFFERENT Process

Roy Osing provides four practical practices for dazzling your customers. Dazzle = loyal customers so listen up! Recover: fix it and do the unexpected. Kill ‘dumb rules’. Bend the rules; empower the frontline to ‘say yes’. To read more…

Executive Development and the Myths of Leadership

When you groom executive talent, are you developing leaders or managers? Which does your organisation most need to be successful? How do you differentiate between leadership and management? What is the relationship between either leadership or management and prosperity for your organisation? To get the most out of your executives it is vital to have clear answers to such questions. Unfortunately, there is still a lot of confusion about the meaning of leadership as the following myths suggest. To read more…

Beyond IQ: Advances in Assessment of Intellect

The traditional view of intelligence and its applications are challenged by a new model based on the capacity to handle complexity. The paper explores the validity of the 8-layer complexity model. While traditional measures of intelligence explain success up to technical-expert level and early management levels, they bear hardly any relationships with success at higher organisational levels. The complexity model was correlated far strongly with success across the all organisational levels. To read more…

Uncommon Sense: Departure from Best Practice

This paper marks a departure from contemporary thinking to employee resourcing. It rethinks the approach used for selecting employees, questions common sense, and dares to offer an approach that goes against perceived best practice. At the heart of it are four radical elements. To read more…

Leadership @ the Edge of the World: The Shipwreck Study

Auckland Island is a godforsaken place in the middle of the southern ocean, 285 miles south of New Zealand, with year-round freezing rain and howling winds, it is one of the most forbidding places in the world. To be shipwrecked there means almost certain death. The island was once home to an extraordinary coincidence that allows us today to make valuable observations about leadership. In 1864 two ships were wrecked there at about the same time, at opposite ends of the same island. Each crew was unaware of the other’s existence. One of the crews nearly all but perished, the other survived. What can account for this remarkeable difference of fortune? The true story of human nature at its best and worst, serves as the ground of what can be described as one of the most extraordinary natural social ‘experiments’. To read more…

Management Upgraded

The popular image of management is past its sell-by date, born of faulty thinking from the late 1970s. Management is long overdue for an upgrade. Mitch McCrimmon describes the route led to management being ‘tarred and fathered’, he then explores the concept of management and how management works. He looks into the management – leadership dichotomy and provide a compeling argument for upgrading leadership. To read more…

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