The tragedy of poor management is lost potential and lack of fulfillment. Successful managers create environments where people make a difference for themselves and their organizations. Six simple questions all successful managers ask: #1. What does success look like? Paint pictures of success with the people doing the work. Include both personal and organizational objectives. Create goals…
“Engagement affects performanceYou might think that corporate perks and policies can help improve the performance of your employees, but the greatest impact on employee performance stems from engagement. Even if you offer a flexible schedule, unlimited vacation time and free snacks in the breakroom, if your employees aren't engaged, those perks won't actually do much to motivate them. Engagement at work is the biggest predictor for employee success, and engaged workers statistically perform better across the board, according to Gallup's data.Ochstein agrees. "When employees are engaged, they want to stay an extra hour to finish up a project, or read industry-specific content to learn about the latest techniques. They want to get to know their coworkers and clients better. Engaged employees make the office a fun place to work, and positive attitudes are contagious. When employees genuinely enjoy coming to work, the entire business improves."”
Via Don Dea
Be scared, be very scared, advised the late Andy Grove. “Business success contains the seeds of its own destruction. Success breeds complacency. Complacency breeds failure. Only the paranoid survive.” Grove’s words, recalled worldwide in the wake of
Adopt fluid and situational hierarchies Fluid, situational hierarchies can quickly adapt to fast-changing environments, morphing to fit tomorrow's needs instead of forcing organizations to constantly play catch-up with structures designed to meet the needs of yesterday. At Egon Zehnder, one of the largest executive search firms in the world, with annual billings of more than $300 million, the rigid hierarchy typical of a large, international firm has been supplanted by a fluid organization that emphasizes high levels of cooperation, communication, and teamwork, resulting in productivity that is 60 percent higher than the industry average.
This post is inspired by my conversation with Karissa Thacker author of, The Art of Authenticity. Authenticity is not one thing. It is at least four. #1. Selves-Awareness: Know who you are. Self-awareness is the heart of authentic leadership. Karissa likes to use the term "selves awareness." You need to work on your selves-awareness, not…
All leaders can change poor behaviors. As adults personal change may seem difficult, but it’s absolutely possible when there is:
Insight by the leader that they have a behavior that is damaging to them and to others. You can’t change what you don’t know about. We all have blind spots and behavior that we choose to dismiss as “just who we are”. Personal change begins with knowing that something we do has a negative impact on our ability to lead at our best. Getting feedback is a start.
Drive to make a change. Leaders who emotionally grasp that their unseemly behavior is impacting others and their organization have the best chance of becoming motivated to make positive personal changes. When they can also picture a positive future that is different based on the changes they make, chances are that they’ll be driven to move forward.
An economic consulting firm that I used to work for made a brand promise of "Unravelling complexity. Revealing simplicity". This served as a very powerful driver of our internal behaviour - from the structuring of spreadsheet workbooks to the construction of arguments for use in court, in front of the European Commission etc. My sense is that in many organisations, the people in the middle of the hierarchy honesty believe that complexity is good - perhaps partly because they have a belief that managing such complexity provides them with more job opportunities .....
What’s your perspective on corporate values? Are they silly, meaningless words that have to be invented to complete a vision, mission and values trio? Or are values a competitive edge that helps attract and retain the right people for your organization? I was recently involved in a session with the CEO’s and Senior Leaders that […]
Unfortunately, I don’t think there’s a security expert in the world who thinks we can build IoT networks without vulnerabilities. So we need a new approach. When breaches are detected, we need to know what data has been changed, and how.
This is an integrity issue — and it should be the key focus of modern security in the age of “connected everything.” Focusing on integrity will require a different approach, and a new set of tools. Data integrity schemes based on blockchain, Merkle hash trees, scalable provable data possession (SPDP) and dynamic provable data possession (DPDP) are good places for the industry to focus its efforts.
Research shows that organizations with high performance over a sustained period of time achieve their success because their people are coming to work each day to do more than punch the clock. Organizations are great not just because a leader is doing something great, organizations are great because lots of people are going above and […]
The Subject Of Culture Organisational Culture has been a focus for business for more than three decades and demands attention as organisations try to attract talent, overcome low engagement levels, and build their reputations and sustainability. Culture (including organisational culture) reflects in shared meaning, characteristics and behaviour (internally and with the outside world). A workable […]
Sometimes when I start blabbing about authentic storytelling, I get interrupted (when it’s offline) or people start commenting and responding (when it’s online): “Oh yea, storytelling. It’s the latest buzzword.” Sometimes people will start a debate on “what’s wrong with the way people used to share their message?” And even: “Why do we now have …
In a move for a better culture at Zappos, CEO Tony Hsieh has watched great employees leave. That's bad culture management.
What level of unmanaged attrition is optimum? Whilst the headline level of departures at Zappos looks concerning, on reflection my sense is that it may be OK ....... on the basis that a danger of very tight cultures can be a lack of diverse insights, turnover at the level mentioned in this article may actually be good for the corporate DNA.
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