Innovative approaches to Leadership and Management
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Employee Engagement Study - Accenture

Employee Engagement Study - Accenture | Innovative approaches to Leadership and Management | Scoop.it
Read more about Accenture Employee Engagement study and learn what executives really need to know about Employee Engagement.
Patrick Scheuerer's insight:

Research report identifying the key drivers of engagement, revealing how companies can create it in their organizations and, more importantly, sustain high levels of engagement over time.

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Inside the Zappos Holacracy

Inside the Zappos Holacracy | Innovative approaches to Leadership and Management | Scoop.it
The Amazon-owned clothing and footwear retailer has adopted a new-fangled approach to management. Is it working?
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Art of Hosting - Open Space - YouTube

This video delves into the Art of Hosting technique of Open Space, which is a tremendous way for a group of people to explore an issue deeply.
Patrick Scheuerer's insight:

Great introduction to Open Space Technology, a powerful tool to have meaningful and transformative conversations.

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How Employees' Strengths Make Your Company Stronger

How Employees' Strengths Make Your Company Stronger | Innovative approaches to Leadership and Management | Scoop.it
When employees know and use their strengths, they're more engaged, perform better, have higher well-being, are less likely to leave -- and boost your bottom line.
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Want To Be Happier At Work? Learn How From These “Job Crafters”

Want To Be Happier At Work? Learn How From These “Job Crafters” | Innovative approaches to Leadership and Management | Scoop.it
Why does one person hate a particular job, while another enjoys it? The key may be turning the job you have into one you love.
Patrick Scheuerer's insight:

Do you feel unhappy and frustrated in your current job? Before you call it quits, you might want to consider job crafting: treat your job as a collection of tasks that can be molded and reorganized to fit your individual strengths, passions, and motives better.

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Why We Need Intrapreneurs Now More Than Ever - Co.Create

Why We Need Intrapreneurs Now More Than Ever - Co.Create | Innovative approaches to Leadership and Management | Scoop.it
Why We Need Intrapreneurs Now More Than Ever
Co.Create
Why We Need Intrapreneurs Now More Than Ever.
Patrick Scheuerer's insight:

What is being done at your company to foster and support an entrepreneurial mindset?

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The Top 5 Reasons Organizations Are Hemorrhaging Top Talent

The Top 5 Reasons Organizations Are Hemorrhaging Top Talent | Innovative approaches to Leadership and Management | Scoop.it
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Infographic illustrating some of the main reasons, why employees turn their backs on their employers

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Nordstrom Innovation Lab: Sunglass iPad App Case Study

See how the Nordstrom Innovation Lab created, tested and built an iPad app in just one week. For more information, visit: http://nordstrominnovationlab.com
Patrick Scheuerer's insight:

This is a great example of how a blend of design thinking, customer development, lean startup and agile development principles can lead to real innovation - in one week!

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In the Driving Seat of Organizational Agility: translating strategy and execution into traction in turbulent times. | Management Innovation eXchange

In the Driving Seat of Organizational Agility: translating strategy and execution into traction in turbulent times. | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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The Deliberative Corporation | Management Innovation eXchange

The Deliberative Corporation | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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The Tube: IDEO Builds a Collaboration System That Inspires through Passion | Management Innovation eXchange

The Tube: IDEO Builds a Collaboration System That Inspires through Passion | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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Growing People: The Heart of the Organizational Transformation | Management Innovation eXchange

Growing People: The Heart of the Organizational Transformation | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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How to start a movement in your company, Part 2 - accelerating momentum | Management Innovation eXchange

How to start a movement in your company, Part 2 - accelerating momentum | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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Zappos is going holacratic: no job titles, no managers, no hierarchy: Aimee Groth

Zappos is going holacratic: no job titles, no managers, no hierarchy: Aimee Groth | Innovative approaches to Leadership and Management | Scoop.it

Zappos is known for its zany corporate culture. The company’s Q4 “All Hands” meeting in November was aptly-themed “Gone Wild”: one female employee voluntarily climbed into a case filled with tarantulas to win a $250 gift card. The event opened with a Lion King performance put on by employees at the Smith Center in downtown Las Vegas and closed with an after party at the museum next door. Focusing on company culture and customer service is how CEO Tony Hsieh built Zappos into a billion-dollar online retailer. While he’s not getting rid of those priorities, Hsieh is laying the groundwork for a major reorganization.

 

During the 4-hour meeting, Hsieh talked about how Zappos’ traditional organizational structure is being replaced with Holacracy, a radical “self-governing” operating system where there are no job titles and no managers. The term Holacracy is derived from the Greek word holon, which means a whole that’s part of a greater whole. Instead of a top-down hierarchy, there’s a flatter “holarchy” that distributes power more evenly. The company will be made up of different circles—there will be around 400 circles at Zappos once the rollout is complete in December 2014—and employees can have any number of roles within those circles. This way, there’s no hiding under titles; radical transparency is the goal.

 

Hsieh told the crowd on that rainy November afternoon, “Darwin said that it’s not the fastest or strongest that survive. It’s the ones most adaptive to change.”

 

Last fall, while exploring ways to scale Zappos without letting bureaucracy set in, Hsieh met Brian Robertson, the founder of the management consultancy HolacracyOne. 

 

“Zappos’ focus on core values and culture has done a remarkably good job of getting around the limits of a conventional corporate structure,” says Robertson, who created the company in 2007 after using Holacracy to run a software company that he founded. “Leaders that already understand the limits of conventional structures are the ones that are attracted to Holacracy.”

 

CEOs who sign on to Holacracy agree to cede some level of power. The advantage is that they get to view their company through an entirely different lens. But it’s an adjustment for both leaders and employees. Zappos, which has 1,500 employees, will be the largest company to date to implement Holacracy.

 

“We’re classically trained to think of ‘work’ in the traditional paradigm,” says John Bunch, who, along with Alexis Gonzales-Black, is leading the transition to Holacracy at Zappos. “One of the core principles is people taking personal accountability for their work. It’s not leaderless. There are certainly people who hold a bigger scope of purpose for the organization than others. What it does do is distribute leadership into each role. Everybody is expected to lead and be an entrepreneur in their own roles, and Holacracy empowers them to do so.”

 

In its highest-functioning form, he says, the system is “politics-free, quickly evolving to define and operate the purpose of the organization, responding to market and real-world conditions in real time. It’s creating a structure in which people have flexibility to pursue what they’re passionate about.”

 

Twitter Co-Founder Ev Williams is one of the system’s early adopters; he uses Holacracy to run his publishing platform Medium, which has around 50 employees. Jason Stirman, whose roles include head of people operations and product designer at Medium, says that one of the best things about Holacracy is that it facilitates autonomy. “Ev isn’t the CEO of Medium to have another title for his Twitter bio. He wants the company to operate at the highest level possible, and he recognizes that all the power consolidated at top is great for people who are hungry but it can be a total bottleneck. There are decisions he wants to make and the rest can be absorbed in other areas of the organization.”

 

Still, Holacracy can feel unnatural, especially at first. Meetings are designed to rapidly process tensions. The focus is on the work, not the people. “It’s not a very human-centric model for things,” says Stirman. “For example, if you’re a junior designer, Holacracy says that you should bring up everything in this forum, but it can be difficult to ask for feedback or mentorship, especially when you’re new.”

 

Robertson says that Holacracy is meant to address structural issues, and that leaders will respond to the human element in different ways. Medium has created mentorship circles, and Zappos has similar plans. Williams and Hsieh both “have a high capacity to see the complex systems at play in their organizations,” says Robertson. “It’s not linear or a matter of just following the logical argument; it’s seeing the cloud of interconnections and influences, beyond just cause and effect thinking.”

 

At the Zappos “All Hands” meeting Hsieh said that at most companies, “there’s the org chart on paper, and then the one that is exactly how the company operates for real, and then there’s the org chart that it would like to have in order to operate more efficiently. … [With Holacracy] the idea is to process tensions so that the three org charts are pretty close together.”

 

Hsieh’s plans for Zappos are are part of an even more ambitious undertaking. He’s currently investing $350 million of his own fortune to transform downtown Las Vegas, where  Zappos’ is now headquartered, into an improved holarchical system. For Hsieh, work, play and everything else are already a series of overlapping circles.


Via Jim Manske
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If You're A Leader, Is Employee Engagement Your Top Priority? It Should Be

If You're A Leader, Is Employee Engagement Your Top Priority? It Should Be | Innovative approaches to Leadership and Management | Scoop.it
Leaders, take a look at your employee engagement. Could it be improved?Have you thought about your influence and role in driving engagement within your organization?
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The Costs Of Ignoring Employee Engagement

The Costs Of Ignoring Employee Engagement | Innovative approaches to Leadership and Management | Scoop.it
To some in management, the fact that their workers get a paycheck from the company is the beginning and the end of any consideration they deserve...
Patrick Scheuerer's insight:

High employee engagement is critical to a company’s performance and it impacts nine key performance outcomes in these ways:

 

* 37% lower absenteeism
* 25% lower turnover (in high-turnover organizations)
* 65% lower turnover (in low-turnover organizations)
* 28% less shrinkage
* 48% fewer safety incidents
* 41% fewer patient safety incidents
* 41% fewer quality incidents (defects)
* 10% higher customer metrics
* 21% higher productivity
* 22% higher profitability

 

How engaged are people at your company? 

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Chris Brown's curator insight, February 10, 2014 12:18 PM

Need more information to understand why Employee Engagement is so important?  Fastcompany.com's article really sets out information to support the importance of engagement and impact on the organizations success.  Combine this with the cost of getting new employees up to speed, keeping current, good performing employees needs to be a real focus...and it's more than throwing parties...

What can you do to build the connections with your employees that will keep them engaged? 

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The Case Against Performance Reviews

The Case Against Performance Reviews | Innovative approaches to Leadership and Management | Scoop.it
Workers hate evaluations. Managers hate evaluations. Is there any salvaging this sorry ritual? 
Patrick Scheuerer's insight:

Most employees AND managers loathe performance reviews. Have you ever experienced a great performance review?  What made it a great experience?

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New Research Unlocks the Secret of Employee Recognition

New Research Unlocks the Secret of Employee Recognition | Innovative approaches to Leadership and Management | Scoop.it
We just completed a comprehensive research project on employee recognition (saying "thank you") and the results are really astounding: organizations that give regular thanks to their employees far out perform those that don't. Today there is a $46 billion market for employee recognition (gold watches, pins, thank-you awards, placques, etc.), and [...]
Patrick Scheuerer's insight:

Organizations that give regular thanks to their employees far out perform those that don’t but tenure-based rewards systems have virtually no impact on organizational performance.

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Employee Engagement Study - Accenture

Employee Engagement Study - Accenture | Innovative approaches to Leadership and Management | Scoop.it
Read more about Accenture Employee Engagement study and learn what executives really need to know about Employee Engagement.
Patrick Scheuerer's insight:

Research report identifying the key drivers of engagement, revealing how companies can create it in their organizations and, more importantly, sustain high levels of engagement over time.

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Making Management as Simple as Frisbee

Making Management as Simple as Frisbee | Innovative approaches to Leadership and Management | Scoop.it
Complexity is no problem when you have the right heuristics.
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Massive Storytelling Sessions | Management Innovation eXchange

Massive Storytelling Sessions | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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Flattening the Learning Curve on how Organizations Change | Management Innovation eXchange

Flattening the Learning Curve on how Organizations Change | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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A distributed social workforce drives profit and performance | Management Innovation eXchange

A distributed social workforce drives profit and performance | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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How to start a movement in your company - Part 3 - Unstoppable | Management Innovation eXchange

How to start a movement in your company - Part 3 - Unstoppable | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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How to start a movement in your company - Part 1 - overcoming cynicism, skepticism, and resistance | Management Innovation eXchange

How to start a movement in your company - Part 1 - overcoming cynicism, skepticism, and resistance | Management Innovation eXchange | Innovative approaches to Leadership and Management | Scoop.it
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