More often than not, a stronger bond comes from taking the team to a new setting with different challenges–outside the office. We asked members of the Entrepreneurs’ Organization’s (EO) Boston and Nashville chapters to share what methods they’ve used to strengthen their teams outside of the office. Here’s what they said:
THE EO BLOG
This video was originally published on Inc.com.
This article was originally published on Inc.com. It has been reprinted here with permission.
By Samuel Edwards
At a time when certain job professions are withering away at the hands of technology and automation, there’s one skill set that continues to be more in demand than ever before: coding.
Businesses and organizations are constantly looking for website developers, software developers, and computer programmers. In other words, if you understand how to code and prove to be knowledgeable, you shouldn’t have any trouble finding high paying jobs that are flexible and enjoyable.
An article posted today on Inc.com, “Tech Entrepreneurs Don’t Believe Diversity Affects Their Bottom Line,” cites research stating startup founders support the concept of diversity but don’t see the direct benefit on their bottom line:
“Only 23 percent of startup founders believe that diversity leads to improved financial performance, according to Lawless Research, a market research firm. The findings reflect the tech industry’s current attitude toward diversity: Many say it is important, a priority, and a good thing to have, but they fail to recognize the business advantages of having diversity.”
What gives? Is there really value in having a diverse team, or is it lip service? Read the full article and post your comments below.
We were very intrigued by an article posted on Inc.com by Art Markman, a professor of psychology and marketing at the University of Texas. Professor Markman argued that one core behavior of brilliant thinkers was to “learn widely”:
“The best innovators have a base of knowledge that is both broad and deep. They start with an area of expertise that they deeply understand. They have a lot of causal knowledge, meaning that they are good at answering the question ‘Why?’ particularly in their core area of expertise. They understand both about the big picture in that area of work as well as the fine details of how things work. In order to keep up with the developments in there area of expertise, they are constantly learning more by reading, attending lectures, and engaging in discussions with other experts.”
“Innovators don’t stop with their core expertise, though. They know that the best ideas come from combining their core knowledge with insights that come from other areas. They recognize that drawing analogies from one area to another often provides the basis for new insights. As a result, innovators also explore new intellectual terrain regularly.”