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Ego Is the Enemy of Good Leadership - Harvard Business Review   

The inflated ego that comes with success – the bigger salary, the nicer office, the easy laughs – often makes us feel as if we’ve found the eternal answer to being a leader. But the reality is, we haven’t. An inflated ego makes us susceptible to manipulation; it narrows our field of vision; and it corrupts our behavior, often causing us to act against our values. Breaking free of an overly-protective or inflated ego and avoiding the leadership bubble is an important and challenging job that requires selflessness, reflection, and courage.

On his first day as CEO of the Carlsberg Group, a global brewery and beverage company, Cees ‘t Hart was given a key card by his assistant. The card locked out all the other floors for the elevator so that he could go directly to his corner office on the 20th floor. And with its picture windows, his office offered a stunning view of Copenhagen. These were the perks of his new position, ones that spoke to his power and importance within the company.

Cees spent the next two months acclimating to his new responsibilities. But during those two months, he noticed that he saw very few people throughout the day. Since the elevator didn’t stop at other floors and only a select group of executives worked on the 20th floor, he rarely interacted with other Carlsberg employees. Cees decided to switch from his corner office on the 20th floor to an empty desk in an open-floor plan on a lower floor.

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How to Stop Thinking About Work at 3am - Harvard Business Review   

Many of us think about work outside of the office — that’s where some of our best ideas emerge. However, thinking about work often means stressing about work, which can keep us up at night or have us waking up feeling anxious, hours before the alarm clock sounds. According to a Korn Ferry study, stress caused sleep deprivation for 66% of American workers in 2018. Moreover, sleep deprivation can exacerbate our work stress, by negatively impacting cognitive functions such as judgment, critical thinking, problem solving, planning, and organization.

Keep a journal. Toby, a client of mine at a professional services firm, was experiencing significant work stress due to friction with a difficult colleague. After a particularly distressing incident, he wrote an email to me describing what had happened and what made him so upset about it. While his initial purpose was to update me and to give me a heads up of what he wanted to talk about in our next meeting, he shared that by writing about his experience and how it made him feel, he was able to offload it and sleep peacefully that evening. Journaling or writing down your thoughts and feelings, rather than just thinking about them, has been shown to help process emotions and reduce stress and anxiety, as it requires a greater level of psychological processing. Also including more positive events and what you are grateful for in your writing can help in getting longer, more refreshing sleep. In a study of college students who suffered from worrying at bedtime, the group of students who were randomly assigned to journal every night for a week before bed, experienced reduced bedtime stress and worry, in addition to improved sleep duration and quality.

Engage in physical activity.  Research shows that a single instance of moderately intense exercise can decrease the rumination that keeps us up at night. There is also strong evidence that, in general, as little as 30 minutes of aerobic exercise can help us fall asleep faster, and improves sleep quality. Not only does exercise increase the amount of deep sleep we get, it decompresses the mind, which Charlene Gamaldo, Medical Director for the Johns Hopkins Center for Sleep, calls a “cognitive process that is important for naturally transitioning to sleep.” For some people, however, exercising too close to bedtime can interfere with sleep. If you are one of these people, it is recommended to exercise at least one to two hours before bedtime.

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Are You Developing Skills That Won’t Be Automated? - Harvard Business Review   

The future of work looks grim for many people. A recent study estimated that 10% of U.S. jobs would be automated this year, and another estimates that close to half of all U.S. jobs may be automated in the next decade. The jobs that are likely to be automated are repetitive and routine. They range from reading X-rays, to truck driving, to stocking a warehouse. In this context, employers say that they’re seeking candidates who have other sorts of “soft skills,” such as being able to learn adaptively, to make good decisions, and to work well with others. These sought-after abilities, of course, fit perfectly with the sorts of things that people can do well, but are and will continue to be difficult to automate. All of this suggests that our educational systems should concentrate not simply on how people interact with technology (e.g., by teaching students to code), but also how they can do the things that technology will not be doing soon. These are the skills that are hardest to understand and systematize, and the skills that give — and will continue to give —humans an edge over robots.

The future of work looks grim for many people. A recent study from Forrester estimated that 10% of U.S. jobs would be automated this year, and another from McKinsey estimates that close to half of all U.S. jobs may be automated in the next decade.

The jobs that are likely to be automated are repetitive and routine. They range from reading X-rays (human radiologists may soon have much more limited roles), to truck driving, to stocking a warehouse. While much has been written about the sorts of jobs that are likely to be eliminated, another perspective that has not been examined in as much detail is to ask not which jobs will be eliminated but rather which aspects of surviving jobs will be replaced by machines.

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