Editor’s Note: We are pleased to feature this post highlighting Jon Katzenbach, a leading practitioner in organizational strategies and an acclaimed advisor to executives for PwC’s strategy consulting group, Strategy&. Stay tuned for the upcoming CultureU interview with Jon coming soon. How often have you heard somebody talk about the urgent need to change the culture? They […]
“We can become less resilient, or less likely to be resilient,” Bonanno says. “We can create or exaggerate stressors very easily in our own minds. That’s the danger of the human condition.” Human beings are capable of worry and rumination: we can take a minor thing, blow it up in our heads, run through it over and over, and drive ourselves crazy until we feel like that minor thing is the biggest thing that ever happened. In a sense, it’s a self-fulfilling prophecy. Frame adversity as a challenge, and you become more flexible and able to deal with it, move on, learn from it, and grow. Focus on it, frame it as a threat, and a potentially traumatic event becomes an enduring problem; you become more inflexible, and more likely to be negatively affected.
How you deliver rewards and recognition to employees can stick the landing or crash the landing. Don’t kill the intent. You should think through the delivery with attention to detail. For example, sincerity is key; if it comes from the heart it sticks in the mind. Also remember that “Specificity is a must; general praise leads to a general malaise,” and “Timeliness is critical. Drift creates a rift.” Let R&R drift past the time a praise-worthy event occurred and you create a rift between receipt of the recognition and any potential for associated meaning.
This article will attempt to identify some reasons why millennials (at least ones like me) want to stay at an organization, and what makes us jump around the industry, or even cross-over into a new one.
(From the article): Trust, transparency, feedback, honesty, and availability. These are all things we look for in a role and a company. We don’t separate work from personal life, which means we crave fulfilling and meaningful work. But, in order to get better everyday, we need some guidance from older, more experienced employees. Make yourself available, even if it’s just 10 minutes, where we can ask questions, get honest feedback, and combine our “learning by doing” with “learning by asking” to keep us curious, inspired, and devoted to do good work and produce results.
Take this mentorship one step further, and invest in our desire to learn. Send us to conferences and events where we’ll spend a day learning and listening to leaders in the industry. Connect us with your friends and contacts in the industry who are willing to grab coffee or talk on the phone. Support us if we want to enroll in an online course that’s related to our role and industry. We want to be better, smarter, more productive employees, and if we are committed to improving ourselves, you can help us out by supporting our drive.
“ The iceberg model, used in system dynamics, is a base note to our scribing practice. To diagnose a room and reveal where sense-making of the spoken word is most needed, we can refer to these tiers:...”
(From the article): As a leader, you are the channel for your organization’s purpose; if it fails to connect with you, it can hardly connect with others. The corporate purpose answers the why for the organization, but what about for you? What is the link between your personal story and the story told about your company? One key to ensuring connection is to focus on your legacy. The legacy of purpose bears your personal imprint as a leader. As you pass it on, it will change but retain its roots in what you contributed and in what earlier generations brought to you. We know that executives today have to deal with all kinds of unpredictable short-term pressures. And yet we believe that as organizations face stronger crosswinds purpose becomes even more important — not less so. That’s because the what and how of business will need to change more frequently in a volatile world. This leaves purpose, the why, as the primary compass for navigating key decisions.
(From the article) Authentic leaders may not exhibit all of these characteristics at the same time because authentic leadership involves developing more tolerance for vulnerability, which is difficult. As Dr. Brené Brown says, "Vulnerability is the birthplace of courage." Authentic leadership is courageous leadership because you have to make yourself vulnerable by showing others who you truly are, which also opens you up for criticism.
Authentic leadership and transparent work culture are one and the same: You cannot have one without the other. A leader does not suddenly become authentic, just as a work culture doesn't one day become transparent. Authentic leadership is a constant journey and commitment, both to your own growth and to the growth of something bigger than yourself.
(From the article): Effective leadership requires a high level of emotional intelligence that enables us to understand how the things we say and do come across to those around us. That said, it’s easy to say “don’t be that guy” when somebody says something offensive; what’s more difficult is preventing “that guy” from knocking us off our own game.
(From the article): Be willing to change. Being intractable won’t get you anywhere. Realize that the process of evolution includes change. Make an effort to grow as a person; learn new skills, try new activities, and especially, re-examine your automatic behaviors. And don’t forget to congratulate yourself on progress you make along the way to becoming a better person.
Google dispose d’un mode de management atypique envié, notamment des jeunes générations. Rencontre avec David Yana, DRH France, qui décortique notamment leur mode de constitution des équipes et d’évaluation des managers. Nous sommes en...
I once worked with a CEO who was paranoid about results, so much so that he never cared for relationships with those who delivered the results. The end results weren’t surprising - the intended results were never delivered because people either stopped caring or moved on. The loss was almost
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