A meeting in London last week saw Northern Rail boss Alex Hynes offer advice to young rail professionals about how to get their careers on the right track Just days after it was confirmed that he will continue in his role as managing director...
Following on from yesterday's rant about "Minecraft: Educational Edition", I awoke to find more 'details'. I'd like to go over this. As I said yesterday, I believe at this point, this is nothing more than another attempt by a technology giant to use 'teacher frontage' to mask it's commercial agenda and make money. It's also…
Matrices are often necessary, but they may create uncomfortable ambiguity for employees. Clarifying roles can boost both the engagement of the workforce and a company’s organizational health. A McKinsey Quarterly article.
No one would expect sluggish companies to thrive. It’s equally reasonable to assume that success achieved through breakneck speed, without stabilizing processes and structures underfoot, will be hard to sustain over the long term. Yet some executives might not only reasonably maintain that speed and stability pull in opposite directions but also hypothesize that they may be negatively correlated. Our latest research, however, confirms that the opposite is true.
Leadership starts with influence and influence starts with trust. Ability to truly connect with others is vital for leaders to build an environment where a leader is trusted for the intentions before being respected for competence. I once worked with a new CEO who came on-board, took charge and
Around the world, participation rates in tertiary education are on the rise and one of the key challenges facing educators is finding ways to engage these students. We present the results of a project that assesses the impact of an engagement strategy in which a cohort of students entering their first year of university (1) establish and maintain a clear goal of their ideal future career and (2) make use of a web-based digital curation tool to research and present their findings.
The rate of change in the business world today is greater than our ability to respond. In a world that is often described as VUCA (Volatile, Uncertain, Complex and ambiguous), there are major tectonic shifts that demand a new mindset of leadership. First, let us look at these shifts. In recent
Capabilities and competencies, we argued, don’t live in isolation (as they do on paper). Rather, they tend to show up together in key routines that differentiate the highest performing employees from average performing ones. Trying to target individual competencies and discrete organizational capabilities, while novel and very clean on paper, bares little relationship to the world of work.
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