I remember back in the 1990's when I became a project manager. I especially remember my first project management course, in 1991, where the instructor dramatically announced that more than 50% of projects fail.
And today, in 2014, not much has changed. CIO magazine reports that the failure rate remains about the same.
Why are we stuck in the way we've always done it with regard to Human Resources? Let's be serious - we all know that HR isn't exactly the highest priority in our business. All too often HR is brushed aside as an overhead function that's mostly about administering and organizing. A necessary evil.
I live in a culture that makes everything a contest. We take metaphors from sports and try to apply them to every activity of life. We live in a time when the language of athletics has become abbreviations to describe how we live. We have created a culture in which a Hail, Mary has become …
There’s a major disconnect between what companies look for in their top performers and best leaders, and what students learn in school. Why don’t we better align these skill sets? For instance, among educators there is lots of talk these days about “grit”: the tenacity to focus on working toward a goal despite obstacles and... Read more »
Many organisations across the world today are putting coaching programmes in the workplace, either hiring external coaches or training their own managers. A ‘coaching culture’ is the goal to pursue, so how can this be achieved?
David Zweig, a lecturer and journalist who has written for the Atlantic, the New York Times, and the Wall Street Journal, lovingly calls these people “Invisibles”—and in his fascinating new book, Invisibles: The Power of Anonymous Work in an Age of Relentless Self-Promotion (Portfolio Hardcover, 2014), he lays out a strong case for their importance in making the world go around.
Zweig recently spoke with strategy+business about the nature of the Invisibles, and why, despite their personal modesty, even shyness, they so often make such effective leaders.
I am a great fan of curation and use Scoop-it on a regular basis to bring together and publish articles and blogs on key areas of interest. One of my curates is called “New Leadership” and a couple of weeks ago one of my Twitter followers asked me what I meant by that. It was a fair question and following the death last year of Margaret Thatcher, it was one which got me thinking about the way that our concept of leadership has changed over the last couple of decades.
There is a particular, awful feeling you get working in a company that is sinking. You can tell the minute you walk in the door that the energy is off. If you pay attention to the vibe you get on a job interview, you’ll know when a company is broken. People don’t look you in the eye. No one wants to be there, but you might take the job regardless if you’re out of other options.
Being a true leader, says Simon Sinek, author of Leaders Eat Last: Why Some Teams Pull Together and Others Don’'t (Penguin), isn’t about being in charge, having all the answers or being the most qualified person in the room. Instead, it’s about creating a “circle of safety,” a culture that leads people to feel protected and free from danger inside the organization.