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Ideas, tools & reflections for managers, leaders and business owners. -- Keep in touch: http://www.xeeme.com/MartinGysler
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Whom Should You Hire at a Startup? (Attitude Over Aptitude)

Whom Should You Hire at a Startup? (Attitude Over Aptitude) | BUSINESS and more | Scoop.it

Startups.We know the mantra: Team matters. Is this philosophy exaggerated? Overrated? Cliché? No. Team is the only thing that matters.


Whatever you’re working on now, the half-life of innovation is so rapid now that your product will soon be out-of-date. Your existence is irrelevant unless you continue rapid innovation. Your ability to keep up is dependent on having a great team of differing skills. Individuals don’t build great companies, teams do.


The nature of the Internet and global knowledge is such that even if you’ve stumbled on to a super interesting area of innovation there will be many teams tackling the same problem at exactly the same time. If you develop something novel that catches a spark you’ll have the world gunning for you over night. In this globally connected world product leads disappear in nano-seconds.


Read more: http://bit.ly/J6aoLM

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Do You Remember? - Strategic Project Management | AtTask

Do You Remember? - Strategic Project Management | AtTask | BUSINESS and more | Scoop.it

I think it was Geoff Crane (@papercutpm) who suggested a while back that you wouldn't walk into the carpenter shop, lay down the power screwdriver on the bench and expect it to build a piece of furniture. It's not the tool—it's the carpenter.


I was talking with a friend of mine the other day and she shared with me what I think is a pretty common workplace complaint. "My boss has forgotten what it's like to actually do the work." Have you ever felt this way? I know I have...

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Four Ways to Lead a Successful Transformation - Scott Keller and Colin Price - Harvard Business Review

Four Ways to Lead a Successful Transformation - Scott Keller and Colin Price - Harvard Business Review | BUSINESS and more | Scoop.it

Managing an organizational transformation, executives tell us, is like trying to change the wheels on a bike while you're riding it. You have to take your organization apart and put it back together in a new way, but you have to keep the business running at the same time. It's a lot to ask, and the senior leader bears much of the burden.

 

Being at the top of an organization makes you uniquely visible: consciously or not, you provide cues about what matters that everyone else will follow. When we were researching Beyond Performance, we found that little had been written about this crucial responsibility during a transformation. So we drew on our own involvement in scores of major change programs to identify the roles that only senior leaders can perform...

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