When you hear a boss saying things like “I can never get my people to do what they are told” or “I can’t trust anyone, so I have to do it myself”, or “Nobody can do it as well as me” that is a fair indication that the boss has not learned the art of delegation. Delegation is more than just asking someone to do something. It is assigning them responsibility to get the task done and therefore they need to be held accountable. But that only works if there is a clear understanding of what the task is, when it is to be completed and the importance of the task, or the reason why it needs to be done.
Exceptional Leaders are great builders. They are builders of people, builders of capability, builders of excellence, and builders of exciting and compelling future visions that people are often willing to make personal sacrifices to bring to life.
The value of a measurable recognition strategy is far reaching for employers and by conquering common misconceptions, organizations can help elevate employee engagement and promote a more positive and productive workplace
Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly.
Corporate Culture can make or break your business. Companies with an adaptive culture that is aligned to their business goals routinely outperform their competitors. To achieve success, you need to figure out what your culture is, decide what it should be, and move everyone toward the desired culture. But changing an organization’s culture is the most challenging task you’ll face as a CEO or senior executive.
With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?
The term employee doesn’t fit the workplace anymore. Let’s transform the term employees and reinvent a new one. Instead, let’s encourage enthusiasts in our organizations. The term employee is associated with a paradigm no longer useful in business today. It’s the paradigm where employees give their time dutifully in exchange for a paycheck, benefits, and a remote chance of work that inspires.
Leadership Is About Emotion Forbes Make a list of the 5 leaders you most admire. They can be from business, social media, politics, technology, the sciences, any field. Now ask yourself why you admire them.
Most of us can agree that technology exists and continues to develop at a rapid pace for one main reason: to make our lives easier. From staying in touch with friends, navigating a foreign city and being able to stream movies into your living room, to working from anywhere and accessing a company network from almost any device, technology continues to add convenience to our lives.
Every marketer at some point early on in his/her career learns about the four Ps: Product, Placement, Price, and Promotion.
While these attributes are universal and timeless truths, there is also something rote about them that I worry keeps marketers thinking in terms of old paradigms. With the radical changes in customer behavior, we need a new set of Ps to help us focus our marketing. Three of my colleagues (Nora Aufreiter,Kelly Ungerman, and Phillip Dalzell-Payne) have done just that. They’ve laid out four new Ps that capture the ever greater expectations customers have of their brands:
Many leaders see their role as directing and giving information, rather than gathering. There is pressure to “come up with the answer” quickly or risk looking weak. Too many new leaders believe they’re expected to know the answer without input or guidance. Nothing could be further from the truth.
We all face a complex future requiring greater degrees of innovation and coordination. We need better collaboration. This is one of the promises of digital technologies such as analytics, mobility and particularly social media.
In The Heart of Change, John P. Kotter and Dan S. Cohen argue that successful large-scale organizational change happens in eight stages, and show how the central challenge in all eight stages is not strategy, systems or culture but changing people’s behavior.