We are cognitively lazy. We don’t pay attention to the details unless something triggers us to. That’s not a fault; it’s efficient engineering of our brains to manage energy and attention. We cruise on autopilot until something is important enough to focus our attention. This doesn’t just influence how we experience our cognitive biases in seeing the world, though. It also profoundly shapes how we experience and interact with those around us. And how we should interact when things really matter.
A really interesting article caught my attention in the Globe & Mail on Monday, suggesting that your most engaged employees may also be your lowest performing employees. And your high performers may be feeling completely powerless. I can only imagine the legion of managers and supervisors that snorted their morning coffee or choked on their bagel as […]