Selecting, Retaining, and Developing 
Executive Leaders and Teams


 November 2018

The Business Case for Curiosity 
 
   
For a long time, I have been curious about curiosity. Curiosity or the desire to learn something new is the power behind becoming an expert. Curiosity is the "hunger" between wanting to know and knowing.
 
Curiosity results in fewer decision errors, innovation is expanded, conflict is reduced, and there is more open communication. However, to bolster curiosity takes time.
 
Here are six suggestions for bolstering and deepening your curiosity.
  Read more....
BOOK REVIEW  
 
"Deep Work - Rules for Focused Success  
in a Distracted World"       
By Cal Newport 

According to the author, people need to handle "deep work" to succeed in an information economy. However, people today are distracted by social pressures that push them to shallow work.
 
Deep work is defined as professional work that requires intense focus and concentration. Deep work is the outgrowth of not being distracted by conflicting demands and the never-ending stimuli that compete for our attention. Deep work requires uninterrupted concentration.
 
In order to engage in deep work, the author posits four rules.
 
Rule #1 - Work deeply. Deep work needs to become a regular part of your everyday life. Deep work requires an intense focus void of checking your e-mail, watching television, or being engaged with social media. Some people take on a "monastic philosophy" by shutting themselves off from the world. Others prefer a "bimodal philosophy" where they oscillate between deep work and being focused elsewhere.
 
Rule #2  - Embrace Boredom. Though paradoxical, being open to boredom is proof of your focus. Boredom is the antidote to our addiction to distraction.
 
Rule #3 - Quiet social media. Social media is entertainment. Social media keeps us in touch with people. However, the benefits are minimal compared to the costs. Think about how your involvement in social media adds or subtracts to your professional success.
 
Rule #4 - Drain the Shallows. Deep work is exhausting since it pushes you to the limits. Usually people have only 4 hours of deep work until exhaustion sets in. The advice is to build up to the 4 hours by starting with an hour a day.
 
One of the best pieces of advice suggested by the author is to "select work that shapes your professional fate." Be selective in the tasks you take on, the meetings you attend, and the e-mails you respond to. By doing deep work, you will experience greater productivity and a heightened sense of fulfillment.

Curiosity Can Improve Your Firm's Adaptability and Performance 
 
The September-October 2018 Harvard Business Review cover subject is "The Business Case for Curiosity-It Can Improve your Firms adaptability and performance."
 
One of the models proposed by George Loewenstein in 1994 called the "information gap theory." According to the theory, people become curious upon realizing that they lack desired knowledge; this creates an aversive feeling of uncertainty, which compels them to uncover the missing information.

Leadership Tips   
 
  • When evaluating a potential employee, ask yourself, "How curious is this candidate?"
     
  • To prevent career derailment, do what you can to make your boss look good, be more successful, and be less stressed.

COACH'S NOTE 
 
Curiosity is one of those ephemeral concepts rarely talked about but highly powerful. Pushing yourself to strengthen your curiosity will pay off. You will have a deeper and broader knowledge base than others. You will find learning exciting and purposeful. However, to build your curiosity takes "deep work." Curiosity requires a dearth of distractions and a pure sense of focus. With curiosity, you too can increase your productivity and professional growth.
 
In This Issue
Solving People and Management Issues

The Heller Group, Inc. focuses on coaching for senior level executives.  We facilitate change within an organization that results in more effective leadership,  increased productivity, innovative thinking, and improved employee morale and retention.

Learn more about The Heller Group, Inc. at hellergroupinc.com.
Dr. Bruce Heller


Dr. Bruce Heller, founder of The Heller Group, Inc., has over 20 years experience consulting with managers and executives on executive education, leadership development, and organizational.   
 
He is an adjunct professor at Loyola Marymount University teaching "Power, Politics, and Negotiations in Organizations" to MBA students. Dr. Heller is also an adjunct professor at Southwestern Law School teaching "Developing Political Savvy in the Legal Profession."
 
Dr. Heller is a consulting psychologist and member of the American Psychological Association Consulting Psychology Division. Dr. Heller holds a Ph.D. and Masters Degree in Education from the University of Southern California.  
 
Dr. Heller is the author of The Prodigal Executive-How to Coach Executives Too Painful to Keep, Too Valuable to Fire.