The day-to-day operations of any organization can be a bit like juggling – the right hand needs to know what the left is doing, and the body in the middle has to coordinate the entire process. While it may be possible to keep everything in motion, without proper synchronicity things can only stay that way for a short amount of time before balls start to drop. In companies, marketing and finance often play the role of the two hands
Vision is the foundation of leadership. Whilst leadership starts with being the right person - the character of the leader, great leadership is sustained by a shared and compelling vision. A compelling vision is one that describes who you are, why you exist and the future you want to create.
Ethics are about making choices that may not always feel good or seem like they benefit you but are the right choices to make. They are the choices that are examples of model citizens and examples of the golden rules. We've all heard the golden rules: Don't hurt, don't steal, don't lie, or one of the most famous: Do unto others as you would have done to you. These are not just catchy phrases; these are words of wisdom that any productive member of society should strive to live by
A project team from Massachusetts Institute of Technology (MIT) won a North American nationwide balloon-hunt contest in an impossible nine hours. How? By collaborating on the web to learn from each other while they completed the task.
They turned to familiar, collaborative web technology to solve a professional challenge by:
• Inviting their friends and their friends’ networks to participate
• Choosing technology that people already knew how to use
• Making it worthwhile to share experiences and collect information
You may know about leadership but can you lead? One you learn from a book or a course, the other through repeated trial and error in the real world of work. The difference is critical when you need to ensure you get a healthy return on investment from leadership development. John Sutherland introduces the Nexus process specifically designed to ensure the development of wise owls:leaders with practical mastery.
Research suggests that if you listen and act on your employees' ideas, then they will respond by taking more initiative and increasing productivity. It's time to start inviting employees to offer their advice and share their knowledge. Here are five things worth asking them about
Global Integration has launched a new campaign for better meetings. CEO, Kevan Hall summarises some key points from the campaign and gets us thinking about how to save a day a week by saying ‘no’ to unnecessary meetings and working smarter
Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.
Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.
Business is like sport: the most successful players love the game. Successful business leaders, if they love what they do, will always go the extra mile to succeed, they will also stand up again after being knocked over and they will look at obstacles and failures as, at worst, a small blip, and at best an opportunity to learn.
When we think about motivation we tend to imagine people bounding around, smiling and excited to make things happen. That's not a bad thing, but it's not much of a recipe for long-term productivity in a work place. While I’m all for a healthy dose of inspiration, there are three things which are completely underestimated in their ability to motivate employees, and all available without delivering a stirring speech
Solving big and complex problems always requires multiple perspectives and huge amounts of understanding, resourcefulness and patience. It always requires the ability to deal with surprises. Progress is always hard-earned.
I find it fascinating that organisations spend money, sometimes huge amounts of budget, on leadership and engagement programmes because they feel these are the solution to dealing with their perceived performance issues. And yet alongside these leadership and engagement programmes they make little or no effort to better enable the workforce to do the tasks they are being asked to do. In my opinion, organisations should start with enabling people, in effect making them more capable, and this in turn will have a more immediate and also lasting positive effect on engagement and productivity.
Most of us are familiar with the most recent Gallup Poll about employee engagement. The numbers have somewhat improved but still not where they should be to make a favorable impact on employees’ engagement on organizational and individual performance...
“He is totally out of control; always questioning why we do things, coming up with strange and silly ideas of how we could do things differently and showing little respect for authorities, and our well-established routines, rules and traditions. On a number of occasions he has even initiated new activities without asking for my permission. “Thank you, that is exactly what I suspected,” I answered, hung up and then called the candidate and told him that the job was his.