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Jesse Jacoby & Emergent | Organization, People, and Change
Jesse Jacoby's Business Transformation, Organizational Change Strategy, and Leadership News
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When Two of Your Coworkers Are Fighting

When Two of Your Coworkers Are Fighting | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
People disagree at work. That’s a given. But what if there’s an all-out war between two of your coworkers? What’s the right way to respond? If the people fighting are your direct reports, you have a duty to intervene, but what if they’re your peers?
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There Are Risks in Having the CEO’s Pals on the Board

There Are Risks in Having the CEO’s Pals on the Board | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Ties of friendship between corporate directors and CEOs can compromise firms’ integrity, but public disclosure of the ties can make the problem worse, according to research in the American Accounting Association’s Accounting Review.
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How to Hire a CEO You Won’t Want to Fire

How to Hire a CEO You Won’t Want to Fire | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
A lot of CEOs are being shown the door lately.
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What's the Secret to Leadership Presence?

What's the Secret to Leadership Presence? | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Be present. Although your mannerisms and dress matter, so does your focus on the person or task at hand.
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How We Transformed Marketing at Electrolux

How We Transformed Marketing at Electrolux | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Marketers are racing to create seamless customer experiences that make it easy for consumers to engage at every touchpoint as they navigate the “decision journey” and beyond.
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The digital tipping point: McKinsey Global Survey results

The digital tipping point: McKinsey Global Survey results | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Organizations’ efforts to go digital—and drive growth through digitization—are picking up steam. But many have more work to do before they can scale their efforts and see material impact.
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Leadership Is About to Get More Uncomfortable

Leadership Is About to Get More Uncomfortable | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Employees used to know just your name, your face, your business reputation.
Now they know your salary, your hometown, your connections on LinkedIn, how much your house is worth.
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No More Working for Peanuts: The State of the Intern

No More Working for Peanuts: The State of the Intern | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Due to recent lawsuits, unpaid internships are under more scrutiny than ever -- but it will take more than litigation to change the system for the better, Wharton experts say.
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The Hardest Roles to Hire For

The Hardest Roles to Hire For | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Not all jobs are equally easy to fill. It’s an obvious point, but one that sometimes gets missed in the debate over whether the American economy is suffering from a “skills gap.” Companies complain that there is a shortage of talent, economists...
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No Problem Project Management

No Problem Project Management | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
A new series kicks off, determined to convince project managers that the problem-solving skills on which they largely build their reputations might be greatly improved by mastering the challenge of problem-selecting instead.
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Scheduling Uncertainty

Scheduling Uncertainty | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
You can't build realistic forecasts without taking into account potential risks. So when it comes to creating project schedules, why is risk so often addressed as a separate exercise?
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How Sephora Reorganized to Become a More Digital Brand

How Sephora Reorganized to Become a More Digital Brand | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Sephora, the cosmetics retailer, has been widely recognized as a leader in integrating its digital marketing efforts into its overall strategy.
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More bank for your IT buck

More bank for your IT buck | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Asia&#8211Pacific’s mature- and emerging-market banks differ in many ways, but most have one thing in common: they urgently need to improve their IT operating models.
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Rebalancing your sourcing strategy

Rebalancing your sourcing strategy | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Offshoring is alive and well, but it’s no longer the only answer.
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5 Common Questions Leaders Should Never Ask

5 Common Questions Leaders Should Never Ask | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Questioning is undoubtedly a valuable leadership tool. Asking the right questions can help business leaders to anticipate changes, seize opportunities, and move their organizations in new directions.
But how you question is critical.
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The Power of Meeting Your Employees’ Needs

The Power of Meeting Your Employees’ Needs | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
What stands in the way of our being more satisfied and productive at work?
That’s the fundamental question we sought to answer in a survey we conducted with HBR last fall.
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In Praise of the Invisible Leader

In Praise of the Invisible Leader | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Author David Zweig discusses the true power of modesty in management.
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Everything You Need to Know About Giving Negative Feedback

Everything You Need to Know About Giving Negative Feedback | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
There’s a lot of conflicting advice out there on giving corrective feedback. If you really need to criticize someone’s work, how should you do it?
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Leading Across Borders Takes More than a Multicultural Background

Leading Across Borders Takes More than a Multicultural Background | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
I recently had a phone conversation with Cosimo Turroturro, who runs a speakers’ association based in London. Simply on the basis of his name, my assumption before the call was that he was Italian.
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The Content Marketing Revolution

The Content Marketing Revolution | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
We are, at present, in the midst of a historic transformation for brands and companies everywhere — and it centers on content.
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The Kind of Work Humans Still Do Better Than Robots

The Kind of Work Humans Still Do Better Than Robots | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
People and computers are coming together in all kinds of interesting ways these days.
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A Quick Guide to Breakeven Analysis

A Quick Guide to Breakeven Analysis | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
In a world of Excel spreadsheets and online tools, we take a lot of calculations for granted. Take breakeven analysis. You’ve probably heard of it. Maybe even used the term before, or said: “At what point do we break even?
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Do Winners Give--or Take--All?

Do Winners Give--or Take--All? | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Generosity in the workplace doesn't cost as much as being selfish.
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To Resolve a Conflict, First Decide: Is It Hot or Cold?

To Resolve a Conflict, First Decide: Is It Hot or Cold? | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
As a leader, you’re going to face conflict. It comes with the territory. But before you try to deal with a conflict, you first need to stop and ask yourself the following question:
Is it hot or cold?
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It Pays to Put Your Team in a Good Mood

It Pays to Put Your Team in a Good Mood | Jesse Jacoby & Emergent | Organization, People, and Change | Scoop.it
Three-member teams on which at least 1 person was in a good mood were more than twice as likely to collectively solve a murder-mystery puzzle as teams on which all members were in neutral moods, according to an experiment by Kyle J.
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