The problem with self-doubt is that the fear it creates stops us from living the lives we most want and changing the things we don’t. How? Fear keeps us living small and stuck in jobs that don’t fulfill us but feel safe. But is there really anything safe about living a life where you feel disengaged, disillusioned or desperate to be doing something else? of course not. The truth is that who you are is not your doubts. The key to banishing them isn’t to wish them away, but to take action in their presence.
It’s easy to mislead ourselves into thinking that if we just had the success we wanted, then we’d never doubt ourselves again and ooze the confidence we see in others. But it actually works in reverse.
Whether the strategic focus is to respond swiftly to customer needs or to achieve manufacturing excellence, organisational culture is an important enabler in achieving business success. There is little consensus, however, on what culture actually means. In our view, culture is what beliefs and values people share. It is the glue which holds people together and determines how they respond or behave. Culture serves as a source of competitive advantage because of this perspective.
This concept and the visual was taken from my new book which came out today called, The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization.
One of the things I have been writing about and have tried to make clear over the past few months is that work as we know it is dead and that the only way forward is to challenge convention around how we work, how we lead, and how we build our companies. Employees which were once thought of expendable cogs are the most valuable asset that any organization has. However, the employee from a decade ago isn’t the same as the employee who we are starting to see today. To help show that I wanted to share an image from my upcoming book which depicts how employees are evolving. It’s an easy way to see the past vs the future.
There are copious definitions of strategy from numerous pundits in the field - some definitions reminiscent of everything and the kitchen sink.
Strategy is relatively new, where it has progressed over the years, following one of two paths: simplification or complication. Kenneth Andrews, was an American academic who, along with Igor Ansoff (of Ansoff Matrix fame) and Alfred D. Chandler, are credited with founding the concept of modern business strategy. One would expect Andrew's definition to be somewhat broad, as this was a new field. And it is. However, I have seen its unfortunate use by some universities today where it is used as the standard definition of strategy. It is not - it is the first definition to emerge in a new field.
Via Bonnie Hohhof
Nothing is more constant than change. Furthermore, the speed of change is accelerating. So for instance, the global knowledge is growing exponentially, disruptive megatrends are shaping the innovation agendas and new approaches for capturing value by innovation are becoming mainstream. Thus, new realities for innovation management are emerging and firms are forced to change their innovation management ever faster. A large study from 2013 showed that only 1 in 2 major change programs succeed. In this 2-part article series, innovation-3’s Frank Mattes shares his deep experience in designing and implementing innovation culture change initiatives. You will find ideas and inspiration about how your firm can increase the chances for success in changing innovation culture.
What makes for a top business thought leader? “The starting point has got to be the ability to communicate,” says Crainer. “The other elements are curiosity, diversity of thinking, and a willingness to embrace ideas no matter where they are.” If you aspire to have your ideas heard, here are three qualities the best business thinkers share,
In 1997 I decided to move my organizations from San Diego to Atlanta. I knew the relocation would mean saying goodbye to some great friends and colleagues on these teams. I wondered: How many would stay in a city they loved and how many would pick up their lives to make the move with the rest of us?
Intuition forms over time. When McKinsey began publishing the Quarterly, in 1964, a new management environment was just beginning to take shape. On April 7 of that year, IBM announced the System/360 mainframe, a product with breakthrough flexibility and capability. Then on October 10, the opening ceremonies of the Tokyo Olympic Games, the first in history to be telecast via satellite around the planet, underscored Japan’s growing economic strength. Finally, on December 31, the last new member of the baby-boom generation was born.
"He Said, She Said: Timeless Management Prescriptions" is a compendium of quotations on an assortment of topics pertinent to management but not normally covered in college texts on management or in graduate management classes, covering such diverse subjects as character, honor and courage, hubris and pride, discipline and persistence, ignorance, systems thinking, and winning and losing. Quotations come from sources as diverse as Theodore Roosevelt, Henry Ford, Friedrich Nietzsche, Mohandas Gandhi, Isaac Asimov, the Book of Job, Niccoló Machiavelli, Albert Einstein, Frank Zappa, Henry David Thoreau, and a host of others. There is a quotation in this book for nearly every occasion.
In addition to all of your achievements, you're sure that you're a great boss. After all, your leadership skills have helped you climb the ladder of success. But some of the world's top companies succeed in spite of poor leadership, a result of great products or concepts rather than motivated team members.
According to entrepreneurial counselor Michelle McQuaid, bad bosses cost businesses $360 billion in lost productivity every year. The stress caused by difficult supervisors can negatively affect an employee's overall health and workplace morale, eventually driving him or her out the door. Since losing one employee costs a business tens of thousands of dollars or more, your business will eventually suffer financially if you can't keep employee loss at a minimum.
Reading good books remains the supreme “life hack”—knowledge that often took years to assemble can be consumed in mere hours. I can’t think of a single better way to empower your learning (and yourself) than that. The more you know about how people tick, the better.
The problem is that when looking for new reads, lists are often populated with books that everybody already knows about. A few underrated suggestions that you won’t see on most bookshelves.
Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek. Barack ObamaCourage is resistance to fear, mastery of fear not absense of fear. Mark TwainYour life does not get better by chance, it gets better by change. Jim RohnI've learned that no matter what happens, or how bad it seems today, life does go on, and it will be better tomorrow. Maya AngelouThe only reason we don't have what we want in life is the reasons we create why we can't have them. Tony Robbins
These are a few initial responses you may experience when you announce an organizational change to employees. You will be better able to change employees' attitudes and turn their resistance into cooperation, once you understand why some are resisting change.