It's easy to put together the front end of a website and mock up the back end. That's bad for anyone building a serious businesses that solves tough problems.
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Executive Coaching Growth
Provide information on the growth and depth of executive coaching around the world
Curated by Ron McIntyre
What would your team say about their perception of chances to grow professionally on your team? Their answers might surprise you.
Very interesting topic for today's world.
How might we create a deeper understanding of the elements that drive well-being? How do we capture meaning, ensure learning, and build collaboration so that people engage in the issues that strengthen their well-being? What about using LEGO® SERIOUS PLAY® to help people think with their fingers and eyes as well as their minds.
Have seen good results in this type of exercise.
In Kansas, a new matchmaking service is helping transition small businesses to new hands. Could it be a model for the rest of rural America?
In small towns exit strategies for owners looking to retire is critical. You need to be creative and innovative.
What does living the minimalist lifestyle entail? What are the benefits? How do you get started? All that and more in our ultimate guide to minimalism!
What do you think?
When Leslie Peters talks about her book, Finding Time to Lead: Seven Practices to Unleash Outrageous Potential, she explains it like this: “I call these practices for a reason, because we’re practi…
Worth listening to when you have time.
Banks in Britain have tried to reassure their London staff over possible Brexit disruption, including a shift in jobs to continental Europe, as Theresa May triggered formal EU divorce proceedings yesterday.
Do you think people will listen?
Get ahead and avoid missing out on opportunities by increasing your visibility at work. Includes 10 strategies for raising your profile authentically.
Do these work for you?
Get the best from your unsociable team members who prefer to work alone, so that you can reduce team conflict and encourage improved group effectiveness.
When I first discovered Moore’s Law in 1983, I realized I could use it as one of my tools to accurately predict the future of ... Read More »
Great article. Technology will continue to grow. Current architecture can't keep up with the last two generations of chips so a slow-down there might help the other devices and circuitry to catch up.
Growing your business is a good thing. But sometime while you are growing your revenues, customers, and your staff expands you may face new management challenges in your business. There are often struggles with cash flow, building new processes and maintaining your company culture. There’s a big difference between being a mom and pop shop to adding managers to your business.
When your business is small, it is easy to adopt a casual company culture where employees get their work done on their own timeframe rather than punching a clock. But what happens when you have a much larger team and multiple projects to manage? You will need to put formal processes in place as it may become difficult to hold a larger staff accountable for deliverables.
Here’s how you can find that balance between scaling your business and keeping your company culture.
Interesting thought. The key is what parts of a founding culture are good to keep and which need to evolve. There is a sweet spot but it is unique to each company.
Do you have a love/hate relationship with other people in general? You might be an extroverted introvert.
Online quizzes and HR personality indicators like to put us into clear, easy-to-read boxes.
People think you must be either an "extrovert"; i.e. somebody that thrives being around others, or an "introvert", somebody who is best left alone. But not both.
Extroverted introverts know that the way you prefer to interact with the world isn't fixed. It's a sliding scale, which you'll understand if the following 12 things resonate with you.
Being an ambivert I can readily identify with this article. Your thoughts?
Hi, this week I’m going to look at how the introduction of new technologies
is giving HR professionals a toolbox of innovative solutions to problems
that many companies face when it comes to organisational performance &
There are two key parts to organisational development;
There is definitely disruption taking place but my question is how well is it being accepted by the employees?
You can’t touch it, or smell it, or taste it. But you know it’s there.
It’s like a feeling, an energy, something that moves you to act without predetermination or intention.
And no, it’s not your favorite Beatles song, making you tap your foot to the rhythm like a puppet on a string. We’re talking about something far more powerful, and slightly more constructive.
We’re talking, of course, about organizational culture.
Initially sidelined as a ‘wishy-washy HR concept’, organizational culture has earned its recognition as one of the most influential assets an organization can possess today.
A unique, immeasurable combination of the shared intellect, informal habits, attitudes and knowledge that shape how you do business. Like an invisible perfume scenting every team, process, and task.
And because it’s intangible, organizational culture is one of the few assets that are inimitable. Unlike technologies, ideas, and skills, which are frequently copied by the competition, this asset remains unique to the business in which it lives. A key competitive advantage.
Sounds great, doesn’t it?
Good insights but must be supported.
CCL’s study of leadership development program alumni found the degree of support from participants’ bosses for their development activities made a significant impact on several outcomes. Selfawareness, leadership capability, leadership effectiveness, and engagement were
all significantly improved when participants had the support of their bosses.
For organizations investing in the development of their people—whether individual contributors or c-suite executives—this research means that participant engagement with a leadership development program is not the only factor influencing outcomes. Maximizing the value of leadership development initiatives requires organizations and their training and development partners to constructively engage bosses as well as participants.
This has important implications for individual leadership development program design as well as broader organizational and leadership development efforts. Companies are increasingly requiring a clear return on investment from leadership development programs and looking for ways to ensure such initiatives have a sustained impact. Engaging bosses is a key ingredient in that effort.
Title says it all because it is true.
Take a moment and ask yourself these 2 questions:
One, do you believe you have more potential than your current performance level?
And two, if yes, what’s the cost of opportunity of not using that potential more often?
If you think like the overwhelming majority of the 200 senior executives I spoke to at a recent conference, then you answered yes to the first question, and a lot of money and time for the second.
This is problematic on a variety of fronts, and coaching has proved to be one of the best means of addressing this. Coaching is a business imperative, not a nice perk. It helps leaders and talent achieve their personal best, to swiftly adjust to the demands of their environment, and to expand their personal level of impact.
If you lead a human resources department, you need to think about how you can create a culture of coaching that will better enable your organization to reach its potential.
Wow, I wish it were that easy. Coaching is relational with some layers of transactional but this describes it as all transactional.
Because of overuse...or, more likely, because they make you sound too cool for the room.
I am always fascinated with articles that decries words not to use or buzz words. The writer always focuses on the word but never offers alternatives that would be better. My 2 cents.
Self-driving cars may be coming right around the corner. Soon we will be able to sit back and relax during travel while super-computers get us around.
Interesting predictions, but in my mind the regulators will still hold the final say as to when we will see this in action.
Leadership development is slowly becoming like late night TV ads. Over the past few weeks, I get these notifications of leadership development seminars that promise to make you a terrific and dynamic leader: “Become an effective leader if you do these 5 things” “Leadership training to become the leader of tomorrow.” If it
So true. Often overlooked.
Note: This is the second of three articles dealing with managing performance and compensation in the post-ratings organization. Monday's article discussed the broad issues raised when ratings are eliminated. Wednesday, the final article discusses ratings distribution. ———— Often, when bonuses or long-term incentives are distributed, complaints about “budget bottlenecks” can be observed. In
Valid point worth discussion.
William Parris, host on Legitimate Matters interviews Carl Gould, a business growth entrepreneur who advises organizations to get to the next level. He ha
Totally agree with this list.
People of all races and ages are susceptible to negative workplace culture. Is your office doing everything it can to curb it?
What do you think?
Clearly, the literature that covers how to build a great culture is endless and evolves all the time. In my mind, however, there is always a start and having this behaviors engrained in the team or the company is a critical start of something great. That’s beyond product, skills, or separate teams within an organization. Or the strategy that defines its vision. After all, ‘Culture eats strategy for breakfast.’