When HR sees itself as manager, mediator, and nurturer, it further separates managers from their employees and reinforces a results-versus-people dichotomy.1 That’s why many HR teams refer to the rest of the company as “the business”; too often, they don’t really perceive themselves as a core part of that business.
Most merging companies don’t know how to address their cultural differences—or how important it is to do so immediately. Analyze the differences in behaviors as well as in values, and you’re more likely to preserve the deal’s value, retain talent, and achieve a successful merger.
Are organizations in the modern world built for leaders to fail? Or can you overcome these leadership challenges, and if so, how? How can you become a better leader, if not a great one, in this environment?
You’ve cut through the excuses — I don’t have enough time, I don’t know what to do — and now you’re standing face to face with your fear. And you’re paralyzed.
Your mind is in a tailspin of what-ifs and worst-case scenarios. Your breathing gets faster, palms sweat, mouth goes dry. Everything feels shaky and insecure. You wish you could tackle the challenge…but you also want to run and hide and face your fear another day. You are classically stuck.
But what if you could harness your fear and turn it into a power source, one that would propel you forward and build your confidence in unexpected ways? Yes, we thought you’d be interested, so we tapped into the collective wisdom of our colleagues at SYPartners (the creator of Unstuck). Inspired by their knowledge, experience, and courage, here is a four-step process to transform fear into fuel (with follow-ups for good measure).
The Organization Design blog of Dr. Naomi Stanford, an expert in organization design, change management, and human capital consultant , with twenty years experience working with clients in the private, government, and non-profit sectors in the US...
Matrices are often necessary, but they may create uncomfortable ambiguity for employees. Clarifying roles can boost both the engagement of the workforce and a company’s organizational health. A McKinsey Quarterly article.
Change management is about people, performance and leadership, ergo, one would think HR should be leading the charge (or at least playing a major role). Unfortunately, in many cases, HR is not involved because it does not bring the skill sets that would be useful to organizational change or is simply not even invited to the party. More concerning ...
Monica E. Oss Change doesn’t happen easily – and change management doesn’t seem to be working well. Just take a look at these statistics: 50% of companies had an IT project fail in the last 12 months (see Why Are So Many IT Projects Failing?) 83% of mergers fail (see 83 Percent of Mergers Fail. Leverage a 100-Day Action Plan for Success Instead) 46% of new hires fail in the first 18 months (see Hire For Attitude) So maybe it’s time to tap the power of digital tools to overhaul change managemen
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