Boris Groysberg and Michael Slind, authors of "Talk, Inc.: How Trusted Leaders Use Conversation to Power Their Organizations." (How Effective Leaders Talk (and Listen) -(@HarvardBiz) http://t.co/3M7AGaxR...
The researchers at Gallup have been researching leadership for decades. They have surveyed millions of teams, held over 50,000 in-depth interviews with various leaders, and interviewed 20,000 followers to determine what they saw as the characteristics of the most important leaders they’ve met in their lives.
Embracing leadership and devolving it to the employee, allowing them to manage themselves seems a very 21st Century way.
But can people organise themselves, really? Without management?
In the past few weeks, I have been noticing more and more examples of where organisations have removed 'management' - i.e. compliance, control, risk, etc.
The first time I really thought of this concept was in 2000 when I visited DPR Construction in San Francisco as part of a service excellence bench-marking trip. I recall being blown away by their flat non-hierarchical structure.
As a fortune top 100 company, DPR gathered the best teams around each project and the team appointed the leader for that time. Once the project had completed, the team would dis-band and new teams would form around new projects, always with the most appropriate leader being appointed.
"Teachers who are well-trained and prepared to use technology in class typically produce better results in the classrooms than those who are not... Researchers looked at the practices of over 300 educators from around the world and found that when each student was equipped with a personal-use device, equipping teachers with an interactive whiteboard resulted in a more efficient academic environment since it allowed for rapid switching between whole-class assignments, individual work and small-group instruction."
It could be out with old meeting rooms and in with new social spaces, as Generation Y is set to transform the way we work in the next 10 years.
In the U.S., those born between 1979 and 1997 are predicted to make up the largest part of the workforce within a decade and with it change offices and the nature of work itself.
"We are facing a huge generational shift, as baby boomers (born between 1946 and 1964) leave the workforce, and that means we have to rethink our workspace," says Michael O'Neill, senior director of workplace research for Knoll, Inc.
By the end of the decade, the balance in the U.S. will flip from approximately 50% baby boomers and 25% Generation Y workers to 25% baby boomers and 50% Generation Y workers, according to a 2010 report from Knoll, a workplace furnishing company.
"That is a massive shift, and it will happen in less than eight years," says O'Neill....
The most important thing you can do as a leader is to keep your heart open. ...Maintaining an open heart—pumping possibility through your organization—is the most important thing you can do as a leader.
Welcome to the official blog of Og Mandino, one of the most inspirational authors and speakers of our time. Here you will find blog post excerpts from Og Mandino books and new posts from Dave Blanchard, the CEO of The Og Group.
What is the single most important part of your entire talent and HR strategy? Is it your leadership development? Your process for goal alignment? Your on-demand learning? Nope. Our research shows that talent acquisition, the entire end-to-end process of attracting, sourcing, recruiting, and onboarding people, is one of the most important, complex, and often dysfunctional parts of a company. Not dysfunctional in a bad way, more like “sub-optimized.”