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.
Are today's most talked about business leaders--Jobs, Bezos, Gates--a group to be admired and followed? They seem to lack the humility and lead-from-behind mentality so espoused by serious management thinkers such as Jim Collins and Bill George. Who do you want leading your company?
There is a particular, awful feeling you get working in a company that is sinking. You can tell the minute you walk in the door that the energy is off. If you pay attention to the vibe you get on a job interview, you'll know when a company is broken. [...]
Much has been written about how new CEOs - the “corporate saviours” – influence the early stages of leading strategic change, but the reality is deep-rooted change frequently fails as a result of subsequent implementation problems across the organisation. In the paper From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions: Impacting the Implementation of Radical Change written with co-authors Kevin Corley and Matthew Kraatz, we look at middle managers’ role in a massive company restructuring and how their shifting, often judgmental and emotion-laden relationship with top management is a critical factor in the success of the strategic change process.
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?
After six years of measuring and reporting on well-being and health in the U.S., Gallup and Healthways in January 2014 decided to propel the Gallup-Healthways Well-Being Index to the next level. In short, we’ve given the way we measure well-being a thorough makeover. The updated survey reflects countless hours of research conducted by Gallup and Healthways experts to advance the science of well-being. This research increases the power and scope of the Well-Being Index, which now predicts more key health and business outcomes and provides more actionable insights to leaders and individuals than ever before.
The revamped survey includes 27 brand new questions on everything from perceptions of physical appearance to weekly alcohol consumption; from having an inspiring leader to time spent taking vacations with loved ones. We delve into community pride and financial worry as well.
If you're on the hunt for a new position that will let you shine, practice demonstrating these top seven traits that CEOs look for in star employees.
Your resume can get you the interview. But these traits can get you hired:
No one wants to work with an unhappy person. Negativity, unnecessary drama, and melancholy attitudes can bring the entire company down, so although your own personal happiness may not seem important when applying for a job, it most certainly is. Happiness also reflects your ability to tackle challenges without becoming discouraged. If you show the hiring CEO that you're a positive, mentally healthy person, your chances of becoming the company's next star employee will vastly improve.
What stands in the way of our being more satisfied and productive at work? That’s the fundamental question we sought to answer in a survey we conducted with HBR last fall. More than 19,000 people, at all levels in companies, across a broad range of industries, have so far responded to the questions we posed.
What we discovered is that people feel better and perform better and more sustainably when four basic needs are met: renewal (physical); value (emotional), focus (mental) and purpose (spiritual).
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