Improving Organizational Effectiveness & Performance
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Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: #EmpoweringEffectiveness
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1,070,000,000 Change Management Ideas (Really Just 7)

1,070,000,000 Change Management Ideas (Really Just 7) | Improving Organizational Effectiveness & Performance | Scoop.it
Google change management and you'll get around 1070000000 results. Our ability to successfully navigate ourselves and others through a significant change may be the ultimate measure of our leadership effectiveness.
Frank J. Papotto, Ph.D.'s insight:

Stories are a powerful way to provide a picture and narrative for change efforts.  To help insure that they resonate with the largest possible audience,  involve as many people as possible in crafting them. Capturing others' imaginations, having them buy-in is based on a deep understanding of their needs and interests. Engaging people, showing them the best direction, illuminating their path and highlighting the benefits of their change journey can all be supported with a powerful story. 

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HR Should Own Organizational Effectiveness - Forbes

Unfortunately, says Ed Lawler, my data suggest that HR rarely plays a major role in the development and implementation of business strategies.


Via Himanshu Kakkar
Frank J. Papotto, Ph.D.'s insight:

While it is true that people or talent plays a critical role in strategy, it is not clear that HR should play a major role  in developing  and implementing it.  A well-crafted strategy ought to include input from HR, but most importantly HR's  role is to support strategy by playing a major role in improving organizational effectiveness. 

 

The vital role of HR is to support strategy implementation by 1) insuring a flexible, agile, innovative workforce, 2) providing tools and processes to align performance with organizational goals, objectives and strategy, 3) creating a climate and work environment that enhances employee engagement and commitment, and 4) building the capabilities, competencies and capacity to achieve excellent performance.

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Surviving to Thriving: Why Entrepreneurs Need to Take a Break - Entrepreneur

Surviving to Thriving: Why Entrepreneurs Need to Take a Break - Entrepreneur | Improving Organizational Effectiveness & Performance | Scoop.it
Entrepreneur
Surviving to Thriving: Why Entrepreneurs Need to Take a Break
Entrepreneur
As a business owner it is critical you educate yourself on the principles of leadership and organizational effectiveness.
Frank J. Papotto, Ph.D.'s insight:

Stepping back from day to day work and taking a broader executive perspective will definitely be beneficial, but the work must be done so it should be delegated, automated or otherwise re-thought. 

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The Agility Factor

A few large companies in every industry show consistently superior profitability relative to their peers, and they all have one thing in common: a highly developed capacity to adapt their business to change.
Frank J. Papotto, Ph.D.'s insight:

A large body of research has confirmed that adaptation, one of the four elements of organizational effectiveness, is critical for organization long-term survival, according to this  article and the subsequent book , The Agility Factor. It identifies a set of capabilities that make the enterprise more adaptable (or agile) and enable it to survive and thrive over time. Along with this focus on managing outward changes, the remaining elements of effectiveness distinquish highly successful enterprises. 

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Ivon Prefontaine, PhD's curator insight, February 6, 2014 6:28 PM

In a the information age, agility is critical. This thinking fits with concepts like complex adaptive systems and the type of leadership we need in them as social organizations.

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A Study to Determine the Impact of Empathy on Leadership Effectiveness Among Business Leaders in the United States and Malaysia

Empathy is a pivotal leadership tool in today's global market. The current business world is characterized by rapid globalization which has led to an increase in the growth and prominence of multinational organizations. This trend towards globalization has increased the challenges faced by business organizations, which have to manage their employees across cultures, time zones, and organizational structures. Accordingly, the reality of a global market calls for business organizations to develop more effective leadership skills to enhance business survival and continuity.


Via Edwin Rutsch
Frank J. Papotto, Ph.D.'s insight:

Empathy skills are clearly important because leaders must understand their followers; empathy is a key ingredient in engaging followers.  Leaders must also provide direction and structure for activity so other communication skills are also needed. Understanding of context, constraints and circumstances of the enterprise being led places additional demands upon leaders; they must also have the capacity to assess these and see their relationship to aims and needs of those being led. 

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The Keys to Building a High-Performance Culture

The Keys to Building a High-Performance Culture | Improving Organizational Effectiveness & Performance | Scoop.it
There are six crucial components to creating sustainable growth in your company, according to Gallup research.
Frank J. Papotto, Ph.D.'s insight:

Finding that Gallup research has identified six components for improving organization's growth potential is gratifying.  They, in fact, correspond well with the four key factors for improving organizational effectiveness and performance, so often noted here. Performance management is a useful tool in creating Alignment (the first factor).  Creating empowerment and authority are two important ingredients in building Engagement (the second factor).  Becoming customer-centric is a critical means for understanding external changes and so is one aspect of Adaptation (the third factor).  Enhancing training and development is naturally a key to greater competence and productivity and so directly supports Execution (the fourth factor).  The remaining components noted (better leadership, communication and collaboration) are of course keys to success in any enterprise; they enable the implementation of the other components or factors.  

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The Ideas that Shaped Management in 2013

Important, useful, and original thinking from the past year.
Frank J. Papotto, Ph.D.'s insight:

HBR may have overestimated the impact of their work on management, but they nevertheless provide food for thought

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Top 100 Socially-Shared Leadership Blogs

Top 100 Socially-Shared Leadership Blogs | Improving Organizational Effectiveness & Performance | Scoop.it
A list of the top 100 most socially-shared leadership blogs. (We made the Center for #Management & #Organization Effectiveness Top 100 List of Socially Shared #Leadership Blogs!
Frank J. Papotto, Ph.D.'s insight:

This is a tremendous source of ideas and advice on what leaders do or should do.  As I reviewed these resources , I found it helpful to examine the bloggers points of view or orientation.  Some emphasize leaders relationship with followers, others focus on the importance of managing change, still others on the personal characterisitcs of effective leaders and so on. The best way to obtain value from these is to consider how the behaviors they recommend will support effectiveness in your organization. How will these behaviors contribute to Adaptability, Alignment, Engagement and Execution?

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The adaptation puzzle - change management

The adaptation puzzle - change management | Improving Organizational Effectiveness & Performance | Scoop.it
Frank J. Papotto, Ph.D.'s insight:

Interesting Article.  Change management is certainly a tool for improving organizational effectiveness. Changes can focus on enhancing agility and flexibility, operations and processes, employee engagement, and strategic alignment. 

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Five Questions to Break Old Patterns

Five Questions to Break Old Patterns | Improving Organizational Effectiveness & Performance | Scoop.it
A faster changing world confronts you with the fact that in the long run you cannot survive on doing the same things better and cheaper. It is not the strongest of the species that survives, nor the

Via Vimal Rai
Frank J. Papotto, Ph.D.'s insight:

Sometimes getting unstuck is just the thing...

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Vimal Rai's curator insight, January 21, 2014 1:03 AM

Change is difficult? Absolutely. Read this for a guide on how to approach breaking old habits and charting a course, hopefully for new (and better) ones.

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Leaders With a Deep Sense of Purpose

Unilever CEO Paul Polman talks about how politicians are floundering as social and economic pressures converge. We need a new type of capitalism, he believes, and a new sort of leader with a deeper sense of purpose if we are to seize this opportunity to eradicate poverty and create a better world.


Via Kenneth Mikkelsen
Frank J. Papotto, Ph.D.'s insight:

Leaders' deeper sense of  purpose that Mr Poleman refers to will benefit organizations and their communities. Purpose resonates with employees and engages them; one key element in effective organizations. Responding to societal needs as in socially responsible organization evokes positive responses from communities and customers; this openness to larger needs contributes also to effectiveness by encouraging agility and adaptation in the face of change. 

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Efficienarta's curator insight, January 30, 2014 3:28 AM

At all levels, I sense that a sense of purpose is the most effective foundation for developing effective engagement abd enduring commitment.

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4 Leadership Qualities Employers Look For

4 Leadership Qualities Employers Look For | Improving Organizational Effectiveness & Performance | Scoop.it



As a potential leader, it's crucial to show your supervisors that you have the knowledge and experience necessary to handle the tasks of your position.


Via Dr. Susan Bainbridge
Frank J. Papotto, Ph.D.'s insight:

Here's a different perspective: Leader's should be selected because they can  promote  organizational effectiveness. The four qualities described are related to effectiveness: integrity includes sticking to your principles; strategic alignment requires this.   Good judgment involves knowing when to change: this is the essence of sustainable adaptation.  A vision for the organization should be  compelling and motivating; broad engagement is characterized by employees who are drawn to and energized by a company's misson and goals. Competence is the key ingredient for getting results; suberb execution depends on finding the best ways to get desired results. 

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Efficienarta's curator insight, January 13, 2014 3:10 AM

The most effective Leaders I have worked with have had an abilty to articulate their vision for the enterprise clearly and concisely and helped individuals relate their work to this.

Ivon Prefontaine, PhD's curator insight, January 15, 2014 1:03 PM

Are you honest is number one. The author indicates there is a lot wrong with leadership. A reason why is that leadership is mistaken for management and the result is we look for the seven ways to get things done efficiently. Leadership is a complex dynamic which needs people to engage in the hard work of leadership, learning, and creating community.

Training in Business's curator insight, January 19, 2014 12:59 PM

4 Leadership Qualities Employers Look For

 

#business #management #leadership 

 

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Cross-Level Alignment

Cross-Level Alignment | Improving Organizational Effectiveness & Performance | Scoop.it
Alignment across different functions, teams, departments, and locations (i.e., cross-functional alignment) definitely contributes to organizational effectiveness, but what about alignment across different levels?
Frank J. Papotto, Ph.D.'s insight:

Aligning horizontally and vertically through the organization are both critical, but are not really different things; there is always an implicit vertical and horizontal aspect when aligning strategies, goals, or other activities.  More important than the directionality of alignment is the amount or degree.  Not enough and there is unfocused, misdirected effort; too much and there is insufficent flexibility and agility that slows innovation and response to change. 

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Scaling Up Excellence | Official Site

Scaling Up Excellence is the newest book by bestselling author Robert Sutton and Stanford colleague Huggy Rao. Published by: Crown Publishing Group
Frank J. Papotto, Ph.D.'s insight:

Leaders who aim to boost organizational performance frequently start with efforts to inspire good behavior, however they define it. Yet research shows that if you want to spread excellence, eradicating the negative is the first order of business. Destructive behavior—packs a far bigger punch than constructive behavior. Organizational researcher Andrew Miner and colleagues discovered, for example, that negative interactions with bosses and coworkers had five times more influence on employees’ moods than positive interactions.  Bad behavior undermines improvement efforts by introducing confusion, destructive conflicts, distrust, and dead ends; to extend and sustain good behavior, you’ve first got to root out the bad. Seven methods can help.

 

1. Focus on the improving the worst parts and the end.   Research by Daniel Kahneman uncovered the “peak–end rule”: no matter how good or bad an experience is or how long it lasts, judgments about it are shaped most strongly by the best and worst moments and by how it ended.  To improve individuals’ experiences first fix the worst parts or the bad outcomes. 

2. Plumbing before poetry:  Getting people to focus on small, mundane, and gritty details is a necessity for eliminating negativity. In Stanford’s James March’s language, you’ve got to fix the plumbing before you spout the poetry. When many things are broken talking about values and strategy backfires, it reinforces the idea that management is out of touch.  Instead, tackling small problems at a more personal or grassroots level by involving those suffering negative consequences conveys understanding and shows a path to improvement.

3. Nip it in the bud. The best bosses nip bad behavior in the bud but treat people with dignity. Many employees who are prone to selfishness, nastiness, cheating, and laziness change their ways after getting feedback and coaching or moving to a workplace where such behavior isn’t tolerated.

4. Use the ‘good citizens’ to define and curb bad behavior. Enlisting good role models for spreading desired behaviors has a large impact on success. Recruit the most admired and connected people in your enterprise, teach them what “desired behavior” looks like, and encourage them to fastidiously avoid “bad” behavior.

5. Link bad short-term behavior with negative long-term consequences.  You can sometimes break bad patterns by getting people to think about who they hope to be, not just who they are. Hal Hershfield and his colleagues’ research at New York University shows that people are more prone to behave unethically when they are preoccupied with their present selves,  but when people focus on the link between who they are now and who they want to be in the future, they behave more ethically and engage in other constructive long-term behavior.  A key to encouraging employees to look to the future involves finding ways to make the link between negative short-term actions and long-term consequences more apparent to them.

6. Acceptability before excellence.  The first order of business is to drive out counter-productive behavior before you can spread something fruitful. This may be obvious, but as Jeffrey Pfeffer says, great managers are masters of the obvious and rare. So, for example, moving from poor customer service to satisfactory customer service is a prerequisite to excellent service.  It is essential to understand what makes service bad before trying to make it great.

7. Destroy the joy.  Mark Twain said, “There is a charm about the forbidden that makes it unspeakably desirable.”  Sometimes permitting something that was once forbidden is enough to change bad behavior.  According to University of Toronto’s Gary Latham, allowing employees to borrow equipment for personal use at any time immediately eliminated the theft of a million dollars’ worth of equipment a year.   Interestingly it was almost never checked out by employees.  It seems once the thrill or prestige of getting away with the thefts was removed, the motivation to steal was eliminated.
 

Three lessons for improving effectiveness and performance come through unmistakably:

-Understand what specific behavior must change to achieve excellence.

-Focus on improving the negatives first, these are what people (inside and outside the organization) notice and react to most.

-Embrace continuous improvement; smaller incremental change may be less inspirational, but it is more likely to succeed.

 

 

This summary was based in part on McKinsey and Co review of this book. 

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Career Conversations: Leaders, Are You Getting It Right?

Career Conversations: Leaders, Are You Getting It Right? | Improving Organizational Effectiveness & Performance | Scoop.it
As a leader, how effective are the one-to-one career conversations you have with your employees? If you’re thinking “what career conversations?” you might be setting the HR department up for its ne...

Via Ron McIntyre
Frank J. Papotto, Ph.D.'s insight:

While leaders ought to be concerned about the effectiveness of their followers especially with regard to followers' capacity to carry out current and future assignments,  organizations have managers whose primary focus ought to be managing performance and careers to ensure an engaged and productive  workforce. 

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Ron McIntyre's curator insight, February 12, 2014 10:21 AM

Excellent overview of having career discussions with employees.  This is an area where many appraisal processes are failing. It is worth the time.

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The Eight Archetypes of Leadership

The Eight Archetypes of Leadership | Improving Organizational Effectiveness & Performance | Scoop.it
Which kind of leader are you?

 

Although the ghost of the Great Man still haunts leadership studies, most of us have recognized by now that successful organizations are the product of distributive, collective, and complementary leadership. The first step in putting together such a team is to identify each member of the team’s personality makeup and leadership style, so that strengths and competences can be matched to particular roles and challenges. Getting this match wrong can bring misery to all concerned and cause considerable damage.


Via John Lasschuit ®™
Frank J. Papotto, Ph.D.'s insight:

We can gleen four purposes for leadership from these archetypes: Adaptation, Alignment, Engagement and Execution

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Empathy and The 5 Core Emotions At Work

Empathy and The 5 Core Emotions At Work | Improving Organizational Effectiveness & Performance | Scoop.it

I meet a fair number of business leaders who say they are empathy-challenged.  Empathy is the ability to recognize and identify the emotions being experienced by another person.  It’s one of the five components of Emotional Intelligence.  Because it enables others to feel like you connect with them, it is an important skill set for leaders who want to create an inclusive work environment.  Showing peers and those who report to you that you get them, you understand their experience, even if what they’re going through is something you’ve never experienced, builds positive mutually beneficial connections


Via Edwin Rutsch
Frank J. Papotto, Ph.D.'s insight:

Emotional Intelligence is a key skill for leadership and the reason is pretty clear. Understanding and responding to followers emotions is critical to engaging them. Understanding the experiences of followers enables leaders to identify the strategies, messages and actions that will appeal to , motivate,  and inspire followers. 

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Change Management 101 Primer for Senior Executives (CEOs ...

Change Management 101 Primer for Senior Executives (CEOs ... | Improving Organizational Effectiveness & Performance | Scoop.it

The following blog was written to provide a simple primer on Change Management for Top Executives. It is written so you 'get it' in 15 minutes or less of reading this article. As a business leader, have you ever encountered the ...


Via Virtual Global Coaching, Richard Andrews
Frank J. Papotto, Ph.D.'s insight:

     The approach to change management described here is top-down and structured; it takes a direct, rational approach.  Certainly senior management support is a critical component in making changes, but the role of those affected by and who must implement the change is under-emphasized. Classifying people with regard to their change readiness and identifying why people resist change are important; however steps to minimize resistance and increase readiness are not clarified.

       Effective organizations have prepared for change, building flexibility, agility and adaptability in an on-going way. They have cultures and management approaches that encourage innovation and improvement and don't punish well-intentioned changes that go bad. In essence, they approach change as an organic, social, and emotionally-powerful process that needs to be effectively led rather than just carefully managed.

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Narcissism -- To a Point -- Can Make More Effective Leader, Researchers Find

Narcissism -- To a Point -- Can Make More Effective Leader, Researchers Find Science Daily (press release) Many previous studies have focused on narcissism's relationship with leadership effectiveness, but Grijalva said these results were...
Frank J. Papotto, Ph.D.'s insight:

As is often the case too little or too much of something is not optimal,  these results suggest that narcissism at moderate levels can contribute to leader effectiveness. It is worth considering how moderate levels of self-focused attention may affect the effectiveness of individuals in other roles.  Analogously, how might moderately "Self-focused" organizations compare to others in terms of organizations?  Allowing that there are some definitional issues with a "narcissistic" organization,  it seems that there is some good potential value in examining the idea more closely. 

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How To Effectively Create Workplace Diversity

How To Effectively Create Workplace Diversity | Improving Organizational Effectiveness & Performance | Scoop.it
How do you create workplace diversity? Here are 5 tips to accomplish this goal with great success.
Frank J. Papotto, Ph.D.'s insight:

Creating diversity is not just a socially responsible, reputation-burnishing tactic, it has real value in both creating an organization that can effectively attract talent and in providing the diverse perspectives that fuel creative problem-solving and innovation. Yes, diversity is useful in improving organizational effectiveness and performance. 

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The 7 Most Powerful Ideas In Learning Available Right Now

The 7 Most Powerful Ideas In Learning Available Right Now | Improving Organizational Effectiveness & Performance | Scoop.it
The 7 Most Powerful Ideas In Learning Available Right Now
Frank J. Papotto, Ph.D.'s insight:

Fundamental change in education is overdue, we are well past the agricultural model.  Preparing Talent for the modern world and for new kinds of work is fundamental for organizational effectiveness. Fortunately new learning models are already available.  Seven of the most  promising concepts are described here. 

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Innovation Excellence | Innovation and Serendipity

Innovation Excellence | Innovation and Serendipity | Improving Organizational Effectiveness & Performance | Scoop.it
I have pointed out the importance of diversity for innovation and organizational adaptability. Diversity is a crucial precursor to serendipity.
Frank J. Papotto, Ph.D.'s insight:

Multiple perspectives and approaches make for more productive interactions; creative and serendipidous ideas and solutions often result. Organizations that encourage diversity and tolerate or even embrace divergent ideas are generally able to adapt better; they are more agile and consequently more effective. 

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Mindfulness as a Foundation for Organizational Effectiveness

Mindfulness as a Foundation for Organizational Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it

Mindfulness is definitely getting its share of attention in mainstream news and for good reason. There seems to be no shortage of research on the benefits of mindfulness.


Via Morgan Dix
Frank J. Papotto, Ph.D.'s insight:

Getting better results is primarily about organizations and their employee paying attention to the right things. We could generically say that mindfulness is a key to greater effectiveness, but frankly it really isn't enough.  The necessary additional step is concentrating on those activities that have a direct impact on improved effectiveness.  Focusing on becoming: 1) Agile and Proactive, 2) Engaged and Responsible, 3) Aligned and Strategic, and 4) Operationally Excellent and Continuously Improving, are the four keys to improving organizational effectiveness and performance. 

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David Schultz's curator insight, January 24, 2014 3:39 PM

I believe mindfullness to be the beginning of success in all other human interactions.  This may be one of the most important traits we should start training managers in.

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Business Analytics: Moving From Descriptive To Predictive Analytics

Business Analytics: Moving From Descriptive To Predictive Analytics | Improving Organizational Effectiveness & Performance | Scoop.it
I recently met with two organizations that had very impressive business intelligence (BI) implementations. However, they struggled to understand how predictive analytics could augment their existin...
Frank J. Papotto, Ph.D.'s insight:

As we know one aspect of organizational effectiveness centers around adaptation and agility. If the promise and power of predictive analytics can be harnessed to forecast important changes and tell us how to get better results, then it certainly can be an important contributor to overall effectiveness. 

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Achieving Organizational Effectiveness Through Internal & External ...

Achieving Organizational Effectiveness Through Internal & External ... | Improving Organizational Effectiveness & Performance | Scoop.it
Confronted with a dynamic communication landscape, pharmaceutical organizations must constantly develop their communicative efforts to remain competitive and leverage their talents. Placing emphasis on the alignment of ...
Frank J. Papotto, Ph.D.'s insight:

Of course communication is critical for effectiveness; it is the glue that holds together the myriad of relationships critical for an enterprise of any sort to function well.  To enhance organizational effectiveness,  we need to ask how communication ought to be applied.  From the Empowering Effectiveness perspective, the answer is to foster communications that support alignment, adaptation, engagement and execution. In the complex world of pharmaceuticals, where promoting health, good science, and financial success are complexly intertwined, communications may be improved by considering, as this blog reminds us,  how they contribute to desired organizational results.

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