In resonant companies, a shared vision trumps individual needs, and the atmosphere is ripe with enthusiasm, passion for learning, and hope. Resonant cultures stand on values such as respect, concern for others, honesty, and accountability. People don't talk about empowerment; they do it. In resonant companies, people learn together, pull together, and win together.
Learning and talent development are undergoing a transformation in organizations today. This thought-provoking article challenges the idea of traditional "leadership development" - it's not just about individual learning. It's about helping people to connect and build relationships, which results in collective learning, engagement, and resonance.
I love the idea of making the "handbook" a living document that would reflect the organization at that moment in time - and then - change. Mirroring the state of work today, where change is part of the modus operandi, a "Playbook for the year" might just pique one's interest.
Great teams don't just happen. Those teams that fit together like puzzle pieces are the result of hard work and thoughtful leadership. But what exactly are the things you need to look for when putting together a highly effective team?
Culture Of Courage: Creating A Culture That Breeds Bravery Forbes However one of the biggest challenges organizations face are too many leaders who have too much confidence in their own opinion, and too little interest in learning about the...
Originally published in 2009, this extensive article resonates with today's view of organizational dynamics, change and how the empowerment of employees supports both the organization's and the employee's growth.
If you want to encourage an organizational learning and have the new information stick, rethink the training "event" approach and consider the "apprenticeship" coaching model. First of two interesting posts.
Most people instinctively avoid conflict, but as Margaret Heffernan shows us, good disagreement is central to progress. She illustrates (sometimes counterintuitively) how the best partners aren’t echo chambers -- and how great research teams, relationships and businesses allow people to deeply disagree.
We all lead “double lives.” We have our personal lives where we can: control the technologies and devices we want to use, build and shape communities, share and collaborate with who we want where we want, easily access information, take out loans ...
Why is it important for an organization to "listen" more often and more profoundly to their own workforce? But then how can you do it without extremely complex processes? This article explores the various factors that drive the need to listen and offers a few suggestions on how to go about it.
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