Organized fun won't might not be the best way to keep employees happy.
There is an important social wage attached to having fun at work. Those who enjoy their jobs tend to stay despite the draw of higher salaries elsewhere. Managers don't have to "make' fun, but they would be well-advised to create an environment with a sense of playful professionalism where it is permissible to have a good time.
A National Public Radio news investigation on toxic leadership in the military inspired me to write a commentary on my Forbes.com blog with Jonathan Haidt. Here is how the US Army defines toxic leadership: Toxic leadership is a combination of self-centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization, and mission performance. This leader...
It is good to see toxic leadership being approached from multiple perspectives and included in the studies from many disciplines. In my mind, that is the best way to deal with complex human social systems and their phenomena.
A National Public Radio news investigation aired this week covers the topic of toxic leadership in the military. It focuses on an anthropology professor named David Matsuda who was working with the army in Iraq to help understand local cultures. A general asked him to investigate the high suicide rate among [...]
This Forbes article rehashes an NPR broadcast and throws in an evolutionary slant.
Last week, while listening to a friend weigh the pros and cons of a potential job offer, I started thinking about what I call the Unholy Work Trinity (UWT) — Relationship with Boss, Job Tasks, and Compensation.
It is not rational to continue to work at a place where you do not feel adequately compensated, do not appreciate your boss, and do not enjoy the work.
A friend and I were sharing “speaker war stories” recently, prompted by his jaw-dropping experience earlier that week. Here’s what happened… Just as my friend was about to start his presentation, an audience member took a call on his cell phone.
Jean Lipman-Blumen is a wonderful person and a world-class scholar. This interview was part of a graduate course where the students prepared the questions and introductions while I played the host. They read her work before the class. We later turned off the lights and camera and engaged in a wonderful dialogue.
An administrator examines the war colleges and the joint professional military education institutions and calls on the schools to employ the optimal mix of military and civilian faculty to encourage the rise of new thinking in vital areas and...
This was my attempt to provide some additional perspective to the debate about the relevancy and effectiveness of the war colleges. I wanted to share some insights from having been a student and faculty member in the system of professional military education as well as a faculty member and administrator in non-military settings. I hope it provokes some discussion, especially with regard to policies and procedures relating to the faculty.
Here's a nice summary of some of my thoughts on Toxic Leadership by my friend and ace San Diego Fire Chief, Brian Fennessy. I think he knows my work better than I do. I love it when insights like these cross contexts.
The higher up the ranks you climb in an organization, the less honest feedback you receive from peers. And one common bit of advice many leaders could benefit from is, ironically, how to effectively deliver feedback to their team.
Though it may be particularly hard for leaders to embrace uncertainty after years of being taught to display confidence, there is a clear business benefit in doing so. Research has shown that over-confident CEOs make overly risky decisions, often at the expense of their shareholders. Leaders who are able to come to terms with uncertainty and communicate it to employees may avoid such bad decisions.
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