What makes you do what you do? The Value Mapping tool helps you answer this by enabling you to describe the values which are embodied in your personal work and in the wider organisation. These values are probably more influential than anything else in shaping what you do. Defining these values however can be very useful when trying to explain your work to other colleagues and partners.   Once the values are defined, they can be shared and act as a common reference point that simplifies and speeds up decisions, whilst also ensuring consistency in the work that you do. This is a seemingly simple task, but one which can be hugely valuable when done properly – something this worksheet helps you to do. It can be especially useful to bring all team members on the same page during projects by having the team first make their personal value maps and then match these with each other.

http://diytoolkit.org/tools/value-mapping-3/

This article focuses on what happens when you ask people to participate in an innovation effort, and then get flooded with too many suggestions.

http://feeds.harvardbusiness.org/~r/harvardbusiness/~3/R5WU2NYUq-8/dont-ask-for-new-ideas-if-youre-not-ready-to-act-on-them

This article discusses how leaders must recognize that it’s essential to work at enhancing their ability to direct their attention and minimize unhelpful distractions, and one of the most important steps in this process is managing emotions.

https://hbr.org/2015/02/to-stay-focused-manage-your-emotions?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29

New research makes it increasingly clear that companies with more diverse workforces perform better financially.

http://www.mckinsey.com/insights/organization/why_diversity_matters

When we think about achieving a major goal, we picture the exhilaration of reaching new heights. What we often fail to anticipate, however, is that once we’ve scaled that mountain, it can be surprisingly chilly on the other side. After a period of massive productivity we have to revert back to life as usual and settle back into an established workplace routine.

It’s a lot harder than it looks.

https://hbr.org/2015/02/staying-motivated-after-a-major-achievement

Everyone aspires to have purpose or meaning in their career but how do you actually do that? What practical steps can you take today or this month to make sure you’re not just toiling away at your desk but you’re doing something you genuinely care about?

https://hbr.org/2015/02/how-to-build-a-meaningful-career

When people want to get more done at work, they double down on the time they put into their jobs. They adopt a new productivity approach, stay at the office late, work weekends, revamp to-do lists, and try to cram more into every day. But what if the secret to performing better at work, and feeling more satisfied, isn’t to put more effort and energy into work but less? Instead of working harder and longer, what if you better integrated the four domains of your life – work, home, community, and self?  This research has shown just that: By focusing more on the areas of life you care most about, even if those aren’t work, you’ll perform better at your job.

https://hbr.org/2015/02/get-more-done-by-focusing-less-on-work

At the highest level, there are three propositions essential to the success of strategy: the value proposition, the profit proposition, and the people proposition. For any strategy to be successful and sustainable, an organization must develop an offering that attracts buyers; it must create a business model that enables the company to make money out of its offering; and it must motivate the people working for or with the company to execute the strategy. While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organization, sustainable strategy execution is based largely on a motivating-people proposition. Motivating people requires more than overcoming organizational hurdles and winning people’s trust with fair process. It also rests on aligned and fair incentives.

https://hbr.org/2015/02/closing-the-gap-between-blue-ocean-strategy-and-execution