『unSILOed with Greg LaBlanc』のカバーアート

unSILOed with Greg LaBlanc

unSILOed with Greg LaBlanc

著者： Greg La Blanc
無料で聴く

このコンテンツについて

 unSILOed is a series of interdisciplinary conversations that inspire new ways of thinking about our world. Our goal is to build a community of lifelong learners addicted to curiosity and the pursuit of insight about themselves and the world around them.*unSILOed Podcast is produced by University FM.*All rights reserved. アート 文学史・文学批評 経済学
エピソード
  • 599. Why Authenticity Might Not Be the Answer feat. Tomas Chamorro-Premuzic

    599. Why Authenticity Might Not Be the Answer feat. Tomas Chamorro-Premuzic
    2025/11/20
    Why might ‘bring your whole self to work’ be terrible professional advice, and what should we be thinking about instead? Why does authenticity come into play more now than in previous generations? Tomas Chamorro-Premuzic is a professor of business psychology at University College London and Columbia. He is also the author of several books, including Don't Be Yourself: Why Authenticity Is Overrated (and What to Do Instead), Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It), and The Talent Delusion: Why Data, Not Intuition, Is the Key to Unlocking Human Potential, I, Human: AI, Automation, and the Quest to Reclaim What Makes Us Unique.Greg and Tomas discuss the overemphasis of authenticity in professional and personal settings, the nuanced insights from sociologist Erving Goffman on impression management, and how emotional intelligence often aligns with strategic impression management. Their conversation gets into the impact of AI on human potential and workplace dynamics, as well as the complex interplay between organizational culture and individual behavior, particularly among leaders. *unSILOed Podcast is produced by University FM.*Episode Quotes:Why do people believe authenticity naturally leads to wellbeing and success?03:08: In a world that is obviously not very authentic, pretending that we value authenticity or encouraging people to just be themselves might be quite fitting. I think it's not very authentic advice to tell people, "Oh, just be yourself. Oh, just bring your whole self to work. Oh, don't worry about what people think of you." But then, if somebody is silly or naive enough to follow that advice, the repercussions for them are not very positive.Self-awareness requires paying attention to others13:33: Professional success and personal development and self-awareness can only be achieved if you are receptive to what other people think of you. So, by the way, as I say in the book [DON’T BE YOURSELF], the notion that, I mean, you know, one of the mantras of authenticity or to authenticity advice, which is "ignore what people tell you," ironically, the advice is trying to tell us how to behave, right? So you cannot ignore what people tell you. And the difference between somebody who has achieved basic emotional maturity and psychological maturity and somebody who still behaves like a child is that the psychologically mature person pays attention to what other people think of themselves, which doesn't mean being a sort of weak, feeble, conformist sheep. It means being a highly functioning member of society, of work, of community, not being trapped in your own narcissistic delusion.How do you achieve self-awareness?12:20: Self-awareness is actually achieved by internalizing the feedback from others from a very, very early age. We learn about ourselves from internalizing or incorporating the feedback we get from others. So your teachers, your aunt, your uncle, your parents, your older siblings, your friends will tell you, you are good at this, you are bad at that, you are funny. And then you understand that you are funny, right? It's obviously problematic if they're lying to you and then you realize, Ooh, outside my family, nobody laughs with my jokes, right? But there's no answer to who we really are. But the best way to understand who we are in the eyes of others is to not be self-centered and to actually be open to feedback. And that's something that people with high emotional intelligence do very well. Show Links:Recommended Resources:Erving GoffmanCore Self-EvaluationsEmotional LaborEmotional IntelligenceSelf-MonitoringElon MuskDavid Bowie360-degree feedbackCharles Horton CooleyDale CarnegieHenry FordJeffrey PfefferPope FrancisRobert HoganMachiavellianismMax PlanckAmos TverskyDaniel KahnemanJohn Maynard KeynesGuest Profile:Faculty Profile at University College LondonWebsite | DrTomas.comLinkedIn ProfileWikipedia PageSocial Profile on XGuest Work:Amazon Author PageDon't Be Yourself: Why Authenticity Is Overrated (and What to Do Instead)Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It)The Talent Delusion: Why Data, Not Intuition, Is the Key to Unlocking Human PotentialI, Human: AI, Automation, and the Quest to Reclaim What Makes Us UniqueConfidence: How Much You Really Need and How to Get ItPersonality and Individual Differences, 3rd EditionThe Future of Recruitment: Using the New Science of Talent Analytics to Get Your Hiring Right (The Future of Work)Personality and Intellectual CompetenceThe Psychology of Personnel SelectionPersonality and Individual DifferencesConfidence: Overcoming Low Self-Esteem, Insecurity, and Self-Doubt Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
    続きを読む 一部表示
    52 分
  • 598. Becoming an Evangelist feat. Guy Kawasaki

    598. Becoming an Evangelist feat. Guy Kawasaki
    2025/11/17
    How do evangelism and business go hand in hand? Well, for today’s guest, evangelism is the purest form of sales. Guy Kawasaki is the Chief Evangelist at Canva and former Chief Evangelist for the Macintosh Division at Apple. He’s a prolific author, speaker, and podcaster, with hit books like Think Remarkable: 9 Paths to Transform Your Life and Make a Difference, Wiser Guy: Life-Changing Revelations and Revisions from Tech's Chief Evangelist, and Enchantment: The Art of Changing Hearts, Minds, and Actions.Guy and Greg discuss his evolving career path, why his work’s focus has shifted over time from how to succeed in business to how to succeed in life, the practicalities of sales, evangelism, and the overlooked necessity of these skills in business education. *unSILOed Podcast is produced by University FM.*Episode Quotes:Is evangelism the purest form of sales?42:25: I believe that sales is a very necessary and important skill. I would say that maybe evangelism is the purest form of sales. The difference between evangelism and most sales is that in evangelism, you have the other person's best interests at heart, not just yours.Remarkable doesn't mean reach and famous24:45: Remarkable does not mean rich or famous, although you can be rich or famous and remarkable. But it's really about the impact you've made on the world. And I don't mean you have to sell 300 million iPhones or 300 million computers; it's really what have you done?Stop chasing passion, start pursuing interest14:15: So the bar is so high for a passion. So a lot of people are saying, oh my God, I'm 22 years old, I haven't found my passion yet, what's wrong with me? I'm an underachiever. And what I think you should do instead is have your eyes open, you should have your brain open, i.e., a growth mindset. And whatever interests you, you should pursue it until you can discover if you really like it; maybe then it'll turn into a passion. But to look for Passion, capital P, out the gate is doing yourself a disservice.The three general qualities of remarkable people27:29: I've noticed that remarkable people have three general qualities. First of all, they have the growth mindset of Carol Dweck. If you have a growth mindset, you better back that up with a grit mindset of Angela Duckworth, because if you have a growth mindset, you're going to try things like surfing and hockey that you're not good at for years. So you need to persevere and have grit. And then the final thing you need is a grace mindset. So it's growth, grit, grace.Show Links:Recommended Resources:Dr. Robert Cialdini | Remarkable People podcast Dr. Robert Cialdini | unSILOed podcastInfluence: The Psychology of Persuasion, Revised Edition by Robert CialdiniIf You Want to Write: A Book about Art, Independence and Spirit by Brenda UelandCarol DweckAngela DuckworthGuest Profile:Professional WebsiteRemarkable People podcastGuest Work:Think Remarkable: 9 Paths to Transform Your Life and Make a DifferenceWiser Guy: Life-Changing Revelations and Revisions from Tech's Chief EvangelistEnchantment: The Art of Changing Hearts, Minds, and ActionsThe Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting AnythingRules For Revolutionaries: The Capitalist Manifesto for Creating and Marketing New Products and ServicesThe Macintosh Way Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
    続きを読む 一部表示
    54 分
  • 597. Transforming Work Culture: From Firefighting to Strategic Flow feat. Donald C. Kieffer

    597. Transforming Work Culture: From Firefighting to Strategic Flow feat. Donald C. Kieffer
    2025/11/13
    What practical advice could leaders and managers implement right now in their organizations to increase productivity and decrease friction between disparate elements of their companies? How can managers reexamine legacy processes that have remained in place simply because they were, and reimagine them for the specific challenges of today’s business environment?Donald C. Kieffer is  a lecturer at the MIT Sloan School of Management, the founder of consulting firm ShiftGear Work Design, and the author of the new book There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work.Greg and Donald discuss the concept of dynamic work design. Donald shares stories of challenges in work design across various industries, including healthcare, banking, and software. He also explains how dynamic work design focuses on understanding and improving human work by making the invisible elements of work visible, reducing inefficiencies, and promoting incremental improvements. With a bit of attention to detail and careful setup, systems and processes can be honed to better serve their businesses. Donald points to mistaken beliefs that senior managers often hold about work processes and emphasizes the importance of regulating work to maintain flow, avoiding the political dynamics that arise from inefficiencies, and managing by observing and understanding the real work, allowing organizations to work smarter and harder. *unSILOed Podcast is produced by University FM.*Episode Quotes:Injecting discovery into work09:15: If you're firefighting to run the day-to-day business, you have no time to think about the future, to even think about the strategy or think about what's happening. So, we're much more about improvement, about incremental improvement. What we are about is discovery. So the idea is that every action that you take in business, be it at whatever level, at the strategic level or the frontline level, is based on the assumptions that activity will cause an improvement. And so we run it as an experiment and say, instead of measuring the plan, we measure: did the activity actually do what you thought? And if it did, great, let's do more. If it didn't, why not? And so we inject discovery into the whole idea of doing, of human work against the target at every level.If you can't draw the work you can’t fix it16:14: I have a saying I use all the time that I love, which is, if you can't draw the work, you don't understand it, and you certainly can't fix it. And it comes from... [16:46] And I think we ask leaders all the time, can you draw it? Can you show it? They can't do it. They think they do it in their head. And this is the thing—why these tools, like A3 and different problem-solving tools, work—is that when you have to write down the problem statement, or when you have to draw the work, it moves it from that pattern-matching part of your brain, where you think you know it, to the rational part of your brain, where it shows you, I'm not really sure.Why we blame people instead of the work design the work36:53: If you see a problem, you tend to blame the person who's nearest the problem, even though it could have been caused way far away, because most of the time there could have been something they did, they could have done to keep it from happening. But you know, if there are like 500 opportunities per problem to happen, one or two of them are gonna get through, even though they're not that person's fault. So I think it's just something very human in us, which is why we call this work design. This is not about people; this is about the design of the work that's usually been ad hoc.On helping people do good work57:23: People want to do good work, meaningful work. Go find the stuff that's getting in their way, even if it's stuff you've put in the way, and get out of the way. Help them. Help them with the design of work. I know it's good for business. There are stories galore in the book about how points on the board, but I'll tell you why I do it when I should be sitting on the back porch collecting Social Security and drinking beer. It's because of the look on people's faces. We can actually go to work and be productive no matter what their level is and feel like they're part of something good and doing.Show Links:Recommended Resources:Takashi TanakaRoss PerotHarley-DavidsonClayton ChristensenDaniel KahnemanFrederick Winslow TaylorJugaadSteven J. Spear PodcastWilliam S. HarleyFive WhysNUMMISeagull ManagementGuest Profile:Faculty Profile at MIT Management | Sloan SchoolShift Gear Work DesignGuest Work:There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real WorkGet Work Back on Track With Visual Management | ArticleHow to Rescue an Overloaded Organization | Article Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
    続きを読む 一部表示
    54 分
まだレビューはありません