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Hermann International

5 Ways To Use Your Head To Get Ahead & Accelerate Your Career

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Thinking is at the core of everything we do, yet is often taken for granted. If we think of our brain as the hardware, our thinking is the software that allows you to use all of the information and skills you have available to you in your brain. Try these 5 steps to use your head and shift your thinking to accelerate your career in these tough economic times:

 

Serving Up Blended Learning With A Whole Brain® Twist

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Is "blended learning" on the menu for your organization's learning and development initiatives? It can certainly offer some powerful advantages, but only if it's done right.

Blended learning has built up momentum in the last few years as many organizations are looking for ways to turn the challenges of a fast-changing work environment and continually evolving technological capabilities into an opportunity to think differently about how we develop and deliver training.

 

The Whole Brain Thinking : The Era Of And

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Now more than ever, our environment demands that we embrace the concept of and, not or, to be successful. There is power in the paradox that comes from diverse perspectives. Whole brain thinking gives us that "killer app" to put them to work and deliver results.
 

The Whole Brain Thinking : In Practice

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Several years ago, a global pharmaceutical executive challenged his learning and development team to reduce the time to train new sales reps from 24 to 12 months. They used a framework of whole brain thinking to make it happen.
The initiative began with an analysis of the mental demands of the sales function as mapped across the whole brain model. After discovering their own thinking preferences (via the HBDI), sales reps learned how to apply that knowledge to mastering the job and making productive connections with clients.

 

The Whole Brain Thinking : Diverse By Design

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Whole brain teams are also producing big dividends for many organizations. A six-year study conducted with the U.S. Forest Service using the Herrmann Brain Dominance Instrument (HBDI) demonstrated that whole brain teams can be up to 66 percent more effective than randomly assigned teams. A few caveats: One whole brain thinker per team is essential to help bridge different mental modes. And more than seven team members make it exponentially more difficult to manage through the diversity.

 
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