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Tag Archives: Human Resource Development

Developing (Cultural) Empathy

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Empathic concern •Empathic concern goes beyond simply understanding others and sharing their feelings; it actually moves us to take action, to help however we can (https://www.inc.com) Positive Empathy (and the avoidance of antipathy) can be taught! •The main roadblock to be removed is the distraction from paying attention. Motivate yourself to be more empathetic by knowing how important empathy is to personal (private and career) and collective well-being! Emotional hypersensitivity •Emotional … Continue reading →

Strategic and Systems Thinking & Global Talent Management Strategies

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Strategic thinking involves SYSTEM THINKING, reframing (e.g., positive thinking), and reflection (e.g., evaluating one’s reasoning). Strategic thinking is best enabled in unforceful leadership communities and has positive effects on information seeking behavior (Pisapia, J., 2006) A system thinker (as compared to a linear thinker) is able to improve the performance of a whole by not only improving its parts but by enhancing the RELATIONSHIPS AMONG THE KEY PARTS systemwide. Often, … Continue reading →

Global Mindset, Intercultural Sensitivity, and Global Communication Competency

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Mobility, Cultural Agility, & Cultural Humility

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Human Capital & Success in Learning

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Human capital Human capital refers to the production factors, coming from human beings, that are used to create goods and services. These include knowledge, skills, habits, and social and personality attributes (marketbusinessnews.com). Neuroplasticity Changes to neurological pathways in the brain take place with practice. This would suggest that innate talent has no/little role to play (C. Ackerman, 2018) Metacognition Metacognition as the study of mental processes is about “thinking about thinking” … Continue reading →

Leadership & (Em-)Power(-ment)

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From our ‘80% Percent is Psychology’ session, Wednesday, January 16th, 2019. Thanks all for the great discussions! Force causes counter-force; and transactional leadership likely results in compliance only; It is transformational leadership based on inspiration and collaboration that increases most follower’s involvement and true commitment. It is not the acquisition of power (whether it be positional or personal), but the mindset through which it is employed which determines the nature … Continue reading →

Leadership, (Cultural) Threats, and Change

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Strong culture – weak culture A strong organizational culture helps leadership and motivation, but it risks to become too rigid and inflexible. A leader needs to balance the inflexibility of a strong organizational culture with resistance to change from a too weak organizational culture. Creating the need for change A leader is analyzing and realizing that there is an unsatisfactory situation, then creates and communicates the required sense of urgency. … Continue reading →

To be free requires freedom to learn

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mathias-sager-freedom to learn

Thankful for another night being free to learn.   Slides:

The curious paradox is that when I accept myself just as I am, then I can change. – Carl Rogers

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10 takeaways from the 80% is Psychology session ‘Learning and motivation’. Tokyo, November 7, 2018.   Presentation and discussions:

Beyond the brain (Takeaways from 80% is Psychology)

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Takeaways from our event on October 24th, 2018. Thanks for the discussions. Please see also https://www.facebook.com/colorfulgrowth/ 1.Know that the brain has different chemical processes for addictive pleasure experiences (neurotransmitter is dopamine) versus more long-term, empathic, and self-sufficient happiness-related behavior (neurotransmitter is serotonin). 2.Reduce distractions, especially to avoid over-dependence (addiction) to technology and social networks that interrupt your attention and learning. 3.Increase for how long you are able to stay offline … Continue reading →

Social Learning & Developing a Growth Mindset (7 Takeaways from 80% is Psychology)

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mathias sager psychology social learning growth mindset

Takeaways from our event on October 24th, 2018. Thanks for the discussions. Please see also https://www.facebook.com/colorfulgrowth/ Slides:

Philosophy of Learning TAKEAWAYS 2018/10/17 (80% is Psychology Series)

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Takeaways from our event on October 17th, 2018. Thanks for the discussions. For photos, etc., please see https://www.facebook.com/colorfulgrowth/ Slides:

Philosophy of Learning (80% is Psychology Series)

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Takeaways from our event on October 10th, 2018. Thanks for the discussions. Slides:

The Meaning of Work (and Cultural Considerations at the Example of Japan)

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  Introduction Definition of meaning Although ‘meaning’ isn’t reducible to a state-like single factor [1], the meaning of a concept (i.e., work) is related to how an individual does experience the significance of a situation that causes related inferential intentions to behave in a certain way [2]. While for many people the primary meaning of work lies in the earning of money for making a living, work provides also for … Continue reading →

‘Developing Leadership Skills’ online course: Drop me a message for free access.

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Hello All, As you know from past years, I have been researching, advising, and working with many successful global leaders. I have also read several hundred research papers and books on leadership from a managerial and psychological perspective. I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional … Continue reading →

My course ‘Developing Leadership Skills: Personality, Motivation, and Creativity’

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Hello Everyone! As you know from my blogging activities, I’m doing a lot of research, writing and projects related to leadership and personal development. For the last few weeks, I’ve been working on my first online course and today it’s officially live on Udemy, the platform for high-quality on-demand online courses! You can find a description of my course ‘Developing Leadership Skills: Leadership Personality, Motivation, and Creativity’ below as well … Continue reading →

Hope, Living with Uncertainties, and Tolerance for Ambiguity

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Summary. In the light of uncertain future threatening outcomes, present ambiguous information often is interpreted more negatively than it would be the case in a safe context. Black-and-white thinking is hindering positive deciphering of ambiguous information. People educated in open-mindedness and who have learned to tolerate ambiguity can better persevere in their tolerance even in situations of danger. Individuals’ dependencies on hierarchical power can cause closed mental systems that are … Continue reading →

Tolerance for Ambiguity as a Gateway to Leadership Opportunity

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The necessity for tolerance of ambiguity Today’s professionals need to succeed in technology-rich environments [1]. Information age organizations are characterized by rapid change and uncertainty [2]. Progressing globalization poses challenges through ambiguities that are caused by ever novel, complex, and changing socio-economical, environmental, technological, and workforce factors [3]. The ability to tolerate ambiguity, therefore, is increasingly vital for successful leaders and employees alike [1]. Definition “The tolerance for ambiguity (or … Continue reading →

The Benefits of an Internal Locus of Control Personality

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Summery benefits of an internal locus of control Belief in one’s control over their life Improved information acquisition Better decision-making processes Self-efficacy, job effectiveness, and higher achievement Less risk of burnout Generally increased happiness Increase leadership adaptability   Rapidly changing leadership challenges Leadership education has undergone a substantial shift. Life and working world seem to have become more complex with competing urgencies and over-dynamic developments of issues that challenge the … Continue reading →

The Development of Cultural Agility (A Literature Review)

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Introduction Advancing globalization requires new workplace competencies [1]. Among Global Talent Managers, there is the sobering realization that people working in an increasingly global environment find themselves challenged in acquiring the necessary cultural agility [2] In today’s world Global talent management, mobility, and cultural agility belong together [3]. “Bridging the global skills gap” through international assignments was rated as a priority for more than 1,200 globally surveyed CEO’s ([4]. p. … Continue reading →