Listening to Dan is just always a fun distraction from the day. Funny and insightful he leads you through understanding how little autonomy we have in making our own decisions. Behavioral economics at its best!

The core problem with working longer hours is that time is a finite resource. Energy is a different story. Defined in physics as the capacity to work, energy comes from four main wellsprings in hu-man beings: the body, emotions, mind, and spirit. In each, energy can be systematically expanded and regularly renewed by establishing specific rituals—behaviors that are intentionally practiced and precisely scheduled. Read more in this 2007 classic...

Pharma's Medical Affairs faces growing internal and external challenges as well as new opportunities. We believe that at least three new, stronger forces will emerge that will greatly alter the healthcare landscape. 1. An increased focus on evidence and higher hurdles for providing product value. 2. Interactions between pharmaceutical companies and various medical stakeholders will continue to evolve. On top we will see a rise of consumerism in healthcare. 3. The number and t

How should you manage different personality types in a team? How can you ensure they work together effectively and the project benefits maximally from each working style? You may know personality type indicators in some form or another, yet this simple and to the point approach to the topic is one of the best I have come across. It offers practical advice for leaders on how to identify and orchestrate pioneers, drivers, integrators and guardians when they are tasked to work s

Mindfulness should be as much a physical practice as it is a mental one. Given its name, you might think mindfulness is something you do only with your mind. In fact, lots of research, including my own, has shown that paying attention to our bodies is often an easy way into mindfulness and helps us reduce stress while it’s happening. This may seem counterintuitive because when our mind is overwhelmed, our body is often the last thing we’re thinking about. Yet if we focus our

In 2009, James Zenger published a fascinating survey of 60,000 employees to identify how different characteristics of a leader combine to affect employee perceptions of whether the boss is a “great” leader or not. If a leader was seen as being very strong on results focus, the chance of that leader being seen as a great leader was only 14%. If a leader was strong on social skills, he or she was seen as a great leader even less of the time — a paltry 12%.However, for leaders w