Cries of "no more managers" and "end the hierarchy" are well-intentioned efforts to accelerate the ongoing paradigm shift in management, but they are counterproductive: all organizations are hierarchical and all have managers.
Holacracy. Results-Only Work Environments. These new, more flexible ways of working may be a step too far for many organizations. Still, greater employee freedom can create a better sense of “flow,” which enhances engagement, retention, and performance. This can be achieved by loosening your grip on work practices — but you don’t have to let go completely: remove obstacles, set boundaries and meaningful goals, then let work take its course.
The desire to do something unforgettable, exceptional and remarkable is the fire that burns in the head and hearts of leaders who strive to create a better future; a living, learning, evolving workplace where potential thrives and products and services create value for all constituents and the communities they serve.
Why would you eliminate sales targets as a way to evaluate, motivate, and reward your sales staff?
That is perhaps the most frequent question I’ve received since 2011 when GlaxoSmithKline changed the link between the bonus pay of our pharmaceutical sales professionals in the United States and the numbers of prescription sold for a particular medicine. It is after all a well-established incentive plan used across a spectrum of industries.
According to media reports, the disgraced chair of the Co-op bank Paul Flowers was selected for the role of chairman as ‘he did well in psychometric tests’. What are the pros and cons of just using psychometric tests to assess a senior person's suitability for a role? Is it better to use a selection of assessment tools to recruit leaders? Karen Higginbottom investigates
Whether your business is large or small, if you are the CEO, you are also the CCO — the Chief Cultural Officer. Culture matters. It is what makes the difference between a thriving, profitable, and growing business and one that is lethargic and struggling.
The CCO who takes on the creating, shaping, and development of the company’s culture will see a highly productive and happy workforce who produce significant bottom line results.
Only a very few companies might be ready to embrace concepts such as holacracy in a serious and all-encompassing manner and to dance to this new rhythm. And although being around for about 10 years, holacracy still has to demonstrate its effectiveness on a broader and a sustainable manner.
Research has the UK coming through this double dip recession with some of the lowest engagement scores in the developed world. Can some of the methods used in creating vibrant, powerful and meaningful performing arts help transform learning programmes by adding emotion, humanity and truth? Three real possibilities:
Over the years, I’ve read more than a few books, listened to audiotapes and CDs, watched videos and attended conferences where I’ve had the chance to consider viewpoints on what makes leaders excellent in their work. Leader media take up more than a few linear feet of shelving in bookstores and quite a bit of space on the Internet.
Roger Francis's insight:
Like this concept of "making" rather than just "doing".
From the time of Alexander the Great to the invention of the steam engine in the 18th century, there was almost no increase in people’s productivity.
The speed a soldier in Alexander the Great’s army could travel was limited by the speed of the horse he rode or the beasts pulling his wagon; and weapons they used were all hand forged. The same was true for Napoleon’s troops 2,000 years later. But with the invention of the steam engine, things began to change. Since that time, the nominal annual rate of productivity improvement in developed economies has been between 0.5% and 2%. This is approximately the same natural improvement rate that is found in most traditionally run organizations.
But what if you could improve faster, at a rate that outpaced your competitors? And what if you could maintain this rate year-after-year? The result would be a considerable competitive advantage.
In order for companies to develop a culture of innovation, the people involved in innovation (from the practitioners to the executives to the broader employee base) must be able to communicate effectively about innovation — and they aren’t.
Over the last few months, I’ve written several posts under the banner – One Word. These have included, Vision (A three-part mini series), Data, Diversity and others. Today, let’s explore a word that is critical to our success… Hope. The ability to generate hope is one of the hallmarks of leadership. Napoleon said, “A leader » Read More
Evolve or die. If it ain’t broke, break it. If you don’t like change, you are going to like obsolescence even less.
By now, the idea that organizations must adapt in order to maintain both relevance and market share in a rapidly changing world is so ingrained that it’s been reduced to pithy sayings. And there are many organizations — from Blockbuster to Kodak, print-only newspapers to pay-phone makers — that no doubt wish they’d followed the advice.
But is constant adaptation always the best policy? Research indicates it isn’t.
It is easy to say “we are customer focused” and overlook subtle changes in consumer demand, or to justify cost cutting as a rational business maneuver in a tough market environment. But if these measures don’t accomplish your strategic vision or sync with the reality of your customer, there is little hope for leading the market.
As the structure of our society has changed, as social dynamics have moved away from authoritarian models towards more socially collaborative ones, backed up by the speed, breadth and fluidity of communications, so the nature of leadership has changed too
No longer purely authoritarian (although often needing to include elements of this), there is a more constructivist dimension: leadership created in the moment through consensus of the community. Leadership of it’s time: a time when communities enable us to be more effective, to create ever stronger meaning and share it ever more widely.
Yesterdays leaders may have been about bluster and orders, today’s are about curation, sharing, social capital and trust. Today’s successful leaders gain support through their communities and provide a light touch of leadership on decisions that are co-ownedthroughout the community.
If there is one trait that virtually all effective leaders have, it is motivation – a variety of self-management whereby we mobilize our positive emotions to drive us toward our goals. Motivated leaders are driven to achieve beyond expectations – their own and everyone else’s. The key word here is achieve.