OLYMPIA — The Association of Washington Business (AWB) joined with Edelman as it releases the results in Washington state of the 2014 Edelman Trust Barometer, a key measure of global perspectives on trust in business and government.
Executive Coaching Growth
Provide information on the growth and depth of executive coaching around the world
Curated by Ron McIntyre
Interesting and disturbing concept at the same time.
Even more than Option B is a self-help tome, it’s a management book. Sandberg shows how a boss can lift a whole organization by admitting she (or he) needs help. Management coach Kim Scott, who authored the book Radical Candor and once reported to her at Google, says this skill is increasingly important. “What you have in the generation of leaders that Sheryl represents is a move away from bureaucracy to relying on human relationships for managers to get things done,” she says. “That’s in the air, here in Silicon Valley, and I think Sheryl is largely responsible for it.”
With Option B, Sandberg is becoming the advocate for a radical approach to office openness. Everyone knows that the 20th century model of the Organization Man, characterless and rigidly devoted to the success of the corporation, is history. Work flexibility and individuality are in vogue. Yet we still expect our colleagues to contain and conceal their personal lives. Take five days’ bereavement leave when a spouse dies. Accept the company fruit basket that arrives in the mail. Return a week later and persist. Tech companies have been at the forefront of new, more flexible approaches to work that give workers more leeway to manage their personal lives. But we’ve all — everyone last one of us — struggled with how to talk about hard things with each other, at work and at home, and so often, we’ve reverted to silence.
Rather than succumb to the hyperbole and false promises found in so much management writing, business strategists would do far better to improve their powers of critical thinking. Wise executives should be able to think clearly about the quality of research claims and to detect some of the egregious errors that pervade the business world. Indeed, the capacity for critical thinking is an important asset for any business strategist—one that allows the executive to cut through the clutter and to discard the delusions, embracing instead a more realistic understanding of business success and failure.
As a first step, it’s important to identify some of the misperceptions and delusions commonly found in the business world. Then, using these insights, we might replace flawed thinking with a more acute method of approaching strategic decisions.
Increasingly I hear IT departments refer to their Office 365 programs as being a "digital workplace" initiative. Similarly, during my research on SharePoint Intranets in-a-box, several vendors ca
I totally agree with the digital workplace being a concept, Why do we consistently want to over-simplify things in business.
According to the Corporate Executive Board, leadership briefings are the fourth most popular means to communicate vital information to an organization — trailing behind email, intranet, internal social media and digital signage. But despite the lower ranking and a reputation for being ineffective, this method of staff communication deserves a second look, especially when CLOs team up with the company communications department to drive improvements.
According to the March CEB article, we can charge leadership briefings’ No. 4 status to the fact that senior leader messages only reach about half of their workforce. And employees tend to rate this type of communiqué as below average.
Rather narrow channel but logic is correct.
Recent research shows that having a culture of compassion may not only build a happier workplace but also improve an organization’s bottom line. When we are supportive of one another there is often higher performance because team members feel valued and appreciated for their contributions and want to add more. Show compassion.
There needs to be more compassion today in business. It is time to dump Machiavelli and embrace humanity.
The conditions for trusting someone are very personal. In fact, despite how logical your assessments regarding trustworthiness may seem to you, it’s important to remember that not everyone takes the same approach. Some of us grant trust and take it away when someone does not live up to our standards or expectations. Others believe trust must be earned. Many of us fall somewhere in between.
Also, consider that some approach trust as a feeling, using their intuition as their guide in whether to trust someone or not.
However, one thing is certain when it comes to earning trust as a leader: your actions speak far more loudly than your words.
Can trust be formulaic? What do you think?
Collaboration is essential to digital transformation. Here are two use cases every business should consider to benefit from enterprise collaboration.
Forgetting the human element is a major issue for all business related processes, not just digital
Two new books assess the quality of our digital lives: How do we shake off the village when we carry the world in our pocket?
Focus is critical for success today. Without it distraction will hamper progress.
Most of us try to avoid conflict, especially at work.
In my opinion, the only time workplace conflict can be healthy is if there is already a relationship of trust and transparency. Outside of this it can become divisive.
What’s most convenient isn’t always what’s most effective.
Very true insight but getting those F2F meeting are getting more and more difficult unless relationships have been previously established. Then the question of a good ole boys club syndrome can rear it's ugly head. Find the balance is a real art.
There are big changes coming to the American workforce. We will see a massive shift in workplace demographics, with four specific workplace trends to watch.
Article from Anne Loehr that I happen to agree with very much. In fact I think too many businesses are ignoring these changes today.
Legacy thinking is about respecting the past, acting in the present and serving the future. It is about being a good ancestor, taking into account future generations, the environment and sustainability in the decisions you make and the actions you take. But it is also about being a good descendant too, learning from and building on what went before, avoiding the repetition of mistakes, enhancing the advances and innovations, preserving the stories and adding new pages to them. The legacy thinker is historian, playmaker, futurist.
I like the concept. Too many today are focused on short-term thinking and performance with no thought about the future yet the future is where profits will be made.
Resilience is like a muscle you can build. It’s just a matter of knowing how. Whether you’re facing adversity yourself or supporting someone else who is, these resources can help. We’re always adding to our library of materials, so check back in from time to time.
I loved the concept, thanks for sharing David Hain. I wonder if people in business would be willing to support a site that is focused on business ethics, performance and interactions? What does everyone think?
How do you know if you have strong personal leadership?
How many can you identify in your personal portfolio? Really? I especially see #1 as critical, especially in today's world.
As was so appropriately pointed out in the article, the choice is ours. Always has been and always will be so let's choose wisely who we follow.
While I don't agree with every point the author makes, they have really pointed out some very valid insights.
In The Essential Drucker — an excellent intro to Drucker’s prolific writings (over 30 books!) — there’s an entire chapter devoted to his method of time management.
I’ve used a variant Drucker’s method on and off for a while now. When I do use it, I am a productive beast, averaging 7–8 hours of quality work a day. When I don’t, I average 2–3 hours — no better than the average American.
Let’s take a look at Drucker’s method.
Time is too valuable to flitter away.
A Deloitte Human Capital consultant talks to Vault about cultural differences and the challenges of working overseas.
Love it but it is a tough road to hoe because it involves change.
As CEO, learn the strategies for effectively handling human and cultural dynamics so you and your leaders can make intelligent decisions about how to proactively handle them from the very beginning of your transformation. Doing so will make you and your leaders better able to design and implement your change initiatives to ensure greater buy-in, faster employee engagement, minimize resistance, and support people to commit and participate in positive ways. This is a core accelerator of change and a sure way to minimize cost! And, by the way, it will radically increase your leadership credibility.
What do you think? What about security?
|Suggested by Bradford Ferguson|
How the power of conversational leadership improved our customer experience. Conversational leadership can transform your relationships. Find out how!
Excellent article for my financial adviser and coach friends.
If your organisational culture has these five characteristics, all attempts to implement strategic change will likely be doomed. By Quy Huy, INSEAD Professor of Strategic Management It’s no longer a secret that most companies struggle with strategy execution. McKinsey research tells us, for example, that 70 percent of change efforts fall short [...]
This article is a little over one year old but much of the text is still part of the make up of many organizations. The last one: complacency is really a major factor with people and organizations.