English: Example of a balanced scorecard strategy map for a public-sector organization (Photo credit: Wikipedia) Ask most organizational leaders about their areas of focus and you will hear that strategy is among their highest priorities. Unfortunately, too often leaders pour their energy and resources into formulating strategy and spend too little [...]
Emeric Nectoux's insight:
A strategy that is poorly communicated or unknown by most of the employees is a figment of the mind. At the best, this is wishful thinking.
Very interesting article from Will Yakowicz, describing how to switch from being an expert to be a "generalist manager". This is definitely a difficult move for anyone who comes from the "expertise track". It is a deep change that needs to be operated to him/herself, putting aside sone core values that use to rule your professional life...
To to do such change, anyone needs to be really convinced he/she wants to take this new path (as generalist) and needs to mourn his/her previous wore behaviors and habits.
The engagement “keys” -- Meaning, Autonomy, Growth, Impact and Connect (M-A-G-I-C) —are primarily the responsibility of the individual employee. In other words, employees choose to engage because they find meaning (…autonomy, growth, impact, connection) in their work.
Give meaning to employee is definitely to me, the initial key for his/her engagement. Without meaning, how can anyone feel that he will be able to bring his part to make things progress?
Planning for marketing and advertising efforts isn’t all that difficult. It’s just hard work and a lot of detail. Most plans I see are thick. Even on-screen they seem to have the heft of a 500-page effort. I try to simplify by looking for four pretty basic elements. These aren’t textbook [...]
How to navigate the twin demands of current performance and future investment. The real problem is rooted in the misguided premise that there is an inevitable, irreconcilable trade-off between producing current results and investing for the future. And it’s made a self-fulfilling premise when companies pursue certain misguided strategies — what I call the “gang of five” — that intensify the tension rather than ease it.
Modern work -- from waiting tables to crunching numbers to designing products -- is about solving brand-new problems every day, flexibly and collaboratively. But as Yves Morieux shows in this insightful talk, too often, an overload of rules, processes and metrics keeps us from doing our best work together. Meet the new frontier of productivity: cooperation.
Emeric Nectoux's insight:
How to re-balance from a systematic measurement of the individuals, leading to global inefficiency to a real cooperation work...
Raise some very good questions, but we first have to admit our own mistake in keeping measuring, then change our behaviors. The journey will be long...
Advice #4: "Do justenough." is one of the most important to achieve. Not saying that we should be lazy, but really focus on the actions that have the better leverage. It's not always easy to be able to find those, not getting lost with all the things that pile up... This is were he other advices listed in this post can help.
Interesting interview of Simon Sinek, take the time to listen... Besides the leadership part that I fully support, one of the things I will remember and agree with is Simon's answer to the question: "Why people love their jobs?"
This is is not reserved to a happy few, but being happy / loving your job is mainly due to the environment you're leaving in. How you enjoy spending time with your colleagues... It is a bit part of the happiness at work.
Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.
Every organization has a strategy: its strategy is what it does.
Emeric Nectoux's insight:
The point is that everyone needs to connect the dots. If strategy is what people do rather than what bosses say, it is absolutely critical that each person in the organization knows what it means to take actions that are consistent with the intent of the strategy as asserted.
5 Important Leadership Lessons From Huffington Post While watching The Lion King recently, I couldn't help but think of Simon Sinek's quote, "There are leaders and then there those who lead." It's like the old leadership proverb, "He who thinks he...
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