Erschreckend viele Arbeitnehmer sind frustriert in ihrem Job. Manager können daran etwas ändern. Mit diesen Regeln sorgen Sie für ein gutes Arbeitsklima. 
Der heroische Anführer steht auf der Liste der bedrohten Arten: Proteste organisieren sich heute ohne ihn. Wer sie verstehen will, muss sich an die Sache... 
"The future of American enterprise is heavily dependent upon the mindset, motivation and desire of its leaders. Whether you are a front line manager, director, executive or in the c-suite – 2012 is a defining year ........" C Seidl: This applies to business leaders and politicians all around the world 
Viele Manager scheuen sich davor die eigene Unternehmenskultur selbstkritisch zu überprüfen. Damit vertun sie eine wichtige Chance. Diskutieren Sie mit. Via Hans-Jürgen Walter 
Are you leading change? Smart people will resist your change initiatives for some good and valid reasons. Here are some practical solutions. Via Bob Corlett |
Although women have made much progress in reaching the leadership levels of business, such progress is disappointing and stalled. Via YSC Online 
Sydney Finkelstein, the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth College, published “Why Smart Executives Fail” 8 years ago. In it, he shared some of his research on what over 50 former high-flying companies – like Enron, Tyco, WorldCom, Rubbermaid, and Schwinn – did to become complete failures. It turns out that the senior executives at the companies all had 7 Habits in common. Finkelstein calls them the Seven Habits of Spectacularly Unsuccessful Executives. .............
They are also cautionary tales for currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).
Consider the change implications and hubris of these traits:
Habit # 1: They see themselves and their companies as dominating their environment Habit #2: They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests
Habit #3: They think they have all the answers
Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them .............. Via Deb Nystrom, REVELN Consulting Prof. Kruse - Wie immer wundervoll bissig. Das Internet als Chance im Sinne notwendiger Veränderung ... sofern diese Chance erkannt wird. 
The blog author list six fundamental change management models and suggests that project managers start by finding out what model is used within your organizations now. He also suggests SARA: Shock, Anger, Rejection and Acceptance - from Kubler Ross, tied to an adapted Emotional Change Curve model. Via Deb Nystrom, REVELN Consulting |
