Improving Organizational Effectiveness & Performance
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Improving Organizational Effectiveness & Performance
Focuses on Tools for Leaders and Managers that Enhance Organization Results: #EmpoweringEffectiveness
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4 Ways to Take Global Leadership Development to the Next Level ...

4 Ways to Take Global Leadership Development to the Next Level ... | Improving Organizational Effectiveness & Performance | Scoop.it
It seems inconceivable that the effectiveness of global leadership development efforts is declining in a time when organizations are increasingly working with global partners, suppliers, customers, and employees.
Frank J. Papotto, Ph.D.'s insight:

These four recommendations are critical for building the kind of leadership that agile, adaptive organizations need going forward. Achieving organizational purposes will require greater skills in managing organizational changes, engaging people inside and outside the organization,  and ensuring superb execution

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Project Management Measurement and Tracking

Three immutable variables, statistically coupled, for all projects. Each to level - Cost, Schedule, and Technical Performance are loosely coupled. The drive...
Frank J. Papotto, Ph.D.'s insight:

These very specific ways of tracking projects are no doubt valuable.  More general approaches to organizational effectiveness , however incorporate them in an overall measurement. Simply put efficient process execution is a critical component of effectiveness. Alignment, Engagement and Adaptation are less obvious elements of  organizational effectiveness in this project management approach but equally important. 

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What is Your Organisation’s Purpose?

What is Your Organisation’s Purpose? | Improving Organizational Effectiveness & Performance | Scoop.it
Purpose is all about the Why? Why does your organisation exist? What does it stand for in the world? And what difference would it make if it wasn’t there? (RT @pdiscoveryuk: What is Your Organisation’s Purpose?

Via Alexis Assimacopoulos
Frank J. Papotto, Ph.D.'s insight:

All that organizations and leaders do to align with purpose improves performance results.  More focus, clearer direction, less needless activity, more engaged people, hopefully more flexibility in means to achieve important ends...l 

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VUCA Times Call for DURT Leaders

VUCA Times Call for DURT Leaders | Improving Organizational Effectiveness & Performance | Scoop.it
VUCA times call on leaders to raise their game, plant the seeds for a better future ahead. VUCA requires strong leadership.

Via ThinDifference, Philippe Vallat, Jean-Philippe D'HALLUIN
Frank J. Papotto, Ph.D.'s insight:

Volatility, Uncertainty, Complexity and Ambiguity (aka VUCA)  does require good leadership. But all of the DURT behaviors are important and should be practiced regardless of conditions. Trust as we know is important for robust engagement, clarity is important for  broad alignment, directness is important for superb execution and reliability is important in sustainable adaptation.  Leadership's purpose in VUCA situations and, in general, is to maintain and build effectiveness in achieving results; the DURT behaviors and other Purposeful Leadership  behaviors is at the heart of organizational success regardless of circumstances. 

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ThinDifference's curator insight, May 28, 2014 8:03 AM

VUCA times require more of leaders not less. Leaders need to be a Direct, Understandable, Reliable, and Trustworthy leader.

Ivon Prefontaine, PhD's curator insight, June 4, 2014 11:50 AM

When we are direct, are understood, are reliable, and trustworthy, we send signals about being responsible. The era of accountability and transparency are not about responsibility. We can still hide necessary information in being transparent. We cannot when we are responsible.

Anne-Laure Delpech's curator insight, June 5, 2014 2:54 AM

intéressant : les caractéristiques du leader dans un monde VUCA (volatile, incertain, complexe et ambiguë)

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The Effectiveness of Trusting More

Leaders are always searching for ways to be more effective. Although research suggests that trusting people more is a particularly potent way to increase team member performance, trusting more is not ("Do your homework.
Frank J. Papotto, Ph.D.'s insight:

We should know this by now.  Trust is a key driver of engagement and engagement is a key source of organizational effectiveness.  

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The principles of a dual operating system

It seems like new management tools are proposed every week for finding a competitive advantage or dealing with twenty-first-century demands. How is a dual operating system any different?

The answer is twofold. First, a dual system is more about leading strategic initiatives to capitalize on big opportunities or dodge big threats than it is about management. Second, although the dual system is a new idea, it is a manner of operating that has been hiding in plain sight for years.


Via David Hain
Frank J. Papotto, Ph.D.'s insight:

The idea is straightforward: new organization patterns, structures or designs must effectively deal with both the stable and changing aspects of an organization's activities. 

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David Hain's curator insight, May 29, 2014 2:33 AM

A new modus operandi proposed by John Kotter - hierarchy  and networks together.

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Change Management: Start With "Why"...

There is a famous TED talk by Simon Sinek called How Great Leaders Inspire Action. 17 million have watched it so far.  If you have an interest in consulting, management and persuading people into a...

Via Alexis Assimacopoulos
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The Dark Side of Employee Engagement

The Dark Side of Employee Engagement Forbes That said, there is a dark side to employee engagement, and, particularly, to focusing so much on engagement that we end up neglecting other key drivers of organisational effectiveness and individual...
Frank J. Papotto, Ph.D.'s insight:

This makes a good point--managers too eager to engage employees may not push enough toward high levels of performance.   And while managers certainly play a critical role in enhancing engagement, organizations shouldn't overlook other tools for broader engagement. Many HR/Talent tools can be helpful. Starting with selection--employee that are a good fit for the company's values and goals are more likely to find work engaging; next,  good orientation and socialization is helpful because a clearer understanding of jobs, policies and procedures will make effective contributions more likely. A third example is training and development; job and career relevant opportunities provide employees with skills to perform better and a positive view of prospects for future opportunities in the organization, so they are more likely have a sense of accomplishment and remain with the organization--both indicative of employee engagement.

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The Pathway to Greater Leadership Effectiveness

The Pathway to Greater Leadership Effectiveness | Improving Organizational Effectiveness & Performance | Scoop.it
By asking for feedback, analysing the results, developing a focused action plan for change and following up, leaders are perceived as more effective.
Frank J. Papotto, Ph.D.'s insight:

The key here is that perceived leader effectiveness increases with better listening and better follow through. Now ask yourself what can I do to be more than perceived as effective.  Is taking feedback to heart really enough to make you more effective.  What behavioral changes will make me a more effective leader.  The general answer is  act in ways that support better engagement, adaptation, alignment and execution. 

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Best Practices in Employee Engagement: Interview of TIAA-CREF's head of Organizational Effectiveness

Frank J. Papotto, Ph.D.'s insight:

In this interview the approach described is based the premise that “Maximizing the Contributions of Organizational Citizens” is a key to employee effectiveness. Unleashing the discretionary effort of employee has tremendous potential; we know from both research and experience that coercing or inducing  people to perform is not particularly effective, instead creating the conditions for top performance and helping people see the personal benefits (beyond money) of their contributions are the keys to engaging them in the success of the organization. Four areas that are reflected to varying degrees in the discussion and also in found to be critical in creating employee  engagement in other settings.

   1. Supportive Work Situation: This includes demonstrating respect for and including diverse individuals, genuine appreciation for their contributions, a willingness to help them succeed, and ensuring that the resources needed to accomplish work are readily available and accessible.    

   2. Trusted Organization: An environment  that is dependable, predictable and makes it clear how work can be accomplished; it’s based on well-defined structures and processes; candid and complete communication; fair and consistent treatment for all; and recognizes that people work and contribute in different ways.    

  3. Personal and Career Impact: Opportunities for doing meaningful, relevant work allows individuals to have  a sense of pride; enabling people to develop the skills they need to be successful in their jobs and careers provides a sense of competence and accomplishment.  Performance management that includes important individual goals and provides useful feedback, coaching, and skill development goes a long way toward building meaning and achievement.  Making a real difference and having an impact on the organization’s success energizes and engages people.  

   4. High Performance Workplace: The ownership that comes from having authority to make significant decisions along with the high levels of proficiency based on emphasizing job-specific skills, the commitment, clear goals and shared purpose that comes from membership in a highly cohesive team; and sense of mastery and self-control that arises from participating in the management of your own group, each contribute to the willingness of individuals to offer the discretionary efforts required for superior performance. 

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The Keys to Successful Business Strategy Execution

What our research found is that the key to strategy execution effectiveness is alignment. But while much has been written about the importance of ...
Frank J. Papotto, Ph.D.'s insight:

One key to effectiveness is alignment with organizational purpose; strategy is a plan for guiding the organization to or toward achieving this purpose.  Executing or implementing the strategy is in reality a process to align or better align the organization with its purpose.  Superb execution, robust engagement, and sustained agility (adaptation) are additional means of supporting the  achievement of an organization's purpose.  

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5 keys for continuous improvement

We all know the old saying, “If it ain’t broke, don’t fix it.” Really? That might work for a kitchen appliance, but for workplace processes and proced ...
Frank J. Papotto, Ph.D.'s insight:

This is not continuous process improvement it just an iterative way of managing that makes sense.  Just keep in mind Peter Drucker's thought that you can't just do things right, you have to do the right things too. 

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Employee Engagement Reflects Leadership Effectiveness – The Practical Leader

Employee Engagement Reflects Leadership Effectiveness – The Practical Leader | Improving Organizational Effectiveness & Performance | Scoop.it
Employee Engagement Reflects Leadership Effectiveness - http://t.co/PlQUxPmcYh #leadership #management
Frank J. Papotto, Ph.D.'s insight:

This idea that Engagement reflects Leader effectiveness is very reasonable, but could it be that engaged employees bring out the best in those who lead them?   In fact, I believe it's a virtuous cycle. It's easy afterall  to appreciate, involve, support, and provide opportunities for someone who is doing a great job. But leaders who can find ways to appreciate, involve, support and provide opportunities for poor performer must be truly creative and effective.  

Actually, this is not quite right. Leaders may create employee engagement; but it is managers who need to, want to and often have to. It makes sense: leaders  are about bigger, less immediate goals, but managers are about performance results and getting that discretionary effort every day....

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The Global Leadership Competencies We Aren't Teaching - Chier Learning Officer

The Global Leadership Competencies We Aren't Teaching - Chier Learning Officer | Improving Organizational Effectiveness & Performance | Scoop.it
The Global Leadership Competencies We Aren't Teaching
Chier Learning Officer
Study analyses found creativity to be significantly correlated to both market performance and global leadership development effectiveness.
Frank J. Papotto, Ph.D.'s insight:

Creating agile and adaptive organizations may be about more than managing change if understood narrowly.  However, innovation, thinking strategically about the organization's circumstances, understanding technology developments, and creative problem-solving are all about change and a broader approach to change management will often include them.  The purposeful leadership model from Empowering Effectiveness includes Adaptive Patterns as one core leadership discipline--ensuring the organization is configured to effectively manage change.  Along with these Aligning with Purpose, Engaging People, and Executing Processes are critical leadership domains.

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How to Create Your Own Change Canvases | Lean Change ...

How to Create Your Own Change Canvases | Lean Change ... | Improving Organizational Effectiveness & Performance | Scoop.it
I hosted a study group with the organizational effectiveness team at a fortune 100 company, and this was one of the comments from Barb, who loved the idea of using change canvases to create and communicate ...
Frank J. Papotto, Ph.D.'s insight:

Involving key people in change efforts from the start is a great idea.  Prior to this is understanding readiness for change; are people and the organization willing and able to change?  Is the organization adaptable and agile?  Do people have necessary competencies? 

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Research: Attributes of Great Leaders - Emotions & Results

Research: Attributes of Great Leaders - Emotions & Results | Improving Organizational Effectiveness & Performance | Scoop.it
What are the key ingredients of great leadership today? Thousands of comments on high performing leaders, study finds key to good vs great

Via David Hain, Claude Emond
Frank J. Papotto, Ph.D.'s insight:

An interesting approach to identifying leader attributes.  To apply these findings, use the purposeful leadership approach that emphasizes the themes of broad alignment, robust engagement, sustainable adaptation and superb execution.  One can clearly see these themes reflected in the summaries of comments described. The common leadership and  management concepts seen here repeatedly emerge in other work: consideration of people, structuring of tasks, managing change, and  envisioning and inspiring a sense of purpose for example...

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David Hain's curator insight, June 5, 2014 3:35 AM

To achieve personal greatness, focus on others first! Great advice borne out by research.

Lisa McCarthy's curator insight, June 6, 2014 12:40 PM

Fascinating research.  Here are the main themes:

  • Leadership is about people.
  • Passion and purpose are infectious.
  • Top performers go deeper emotionally – not just caring, but personal caring.  Not just a good attitude, but giving the energy for people to smile.
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orange.jobs - Organizational Development Consultant

orange.jobs - Organizational Development Consultant | Improving Organizational Effectiveness & Performance | Scoop.it
... for coordinating organizational development interventions according with company strategy/policy through measurements and diagnosis in order to assist company leaders in improving organizational effectiveness.
Frank J. Papotto, Ph.D.'s insight:

This is a great opportunity for someone interested in an international OD opportunity; the role looks to be both interesting and challenging providing the chance to have a real impact on organizational effectiveness.

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Adaptive Strategy Is a Cop-Out

Adaptive Strategy Is a Cop-Out | Improving Organizational Effectiveness & Performance | Scoop.it

Managers today are all obsessed with VUCA, an ugly acronym encapsulating the notion that business faces more volatility, uncertainty, complexity, and ambiguity than ever before, requiring an entirely new kind of approach to strategy.

 

That new way comes under many terms: discovery-driven strategy, emergent strategy, lean strategy, agile strategy, to name just the best known. They all hold, more or less, that in this VUCA world, you just have to try stuff, see how it works, and adjust. Thinking about strategy before doing something is so retrograde, so pre-VUCA.


Via Kenneth Mikkelsen
Frank J. Papotto, Ph.D.'s insight:

The  reality is that there is more hype and stridency about change  and turbulence, but little in the way of evidence that it is any worse to cope with than for previous generations.  Effective organizations learn and build ways of managing and even thriving in tumultuous conditions. 

 A strategy is a plan for moving forward and achieving organizational  purposes that addresses as well as possible the current and foreseen conditions. Effective organizations have long recognized that strategies are a best guess about the future and that change and adjustments will be necessary; they configure themselves to both pursue their purposes as well as possible,  be as attuned to shifting conditions as possible,  and be flexible as possible to make necessary changes.

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Employee Engagement Myths Debunked

Engagement and retention are huge topics right now in HR, and leadership in general. High turnover numbers and epidemically low employee engagement numbers are costing companies in a big way.

Via Richard Andrews, Jean-Philippe D'HALLUIN
Frank J. Papotto, Ph.D.'s insight:

A key to improving employee engagement is a complete, holistic view of people.  Each of the myths about engagement is based on a misunderstanding of some aspect of the people  involved. These myths don't  recognize that: People are not predominately motivated by money; recognition works  only when people see it as authentic and not manipulative; high-performers are highly motivated by something and its important to know what; new managers are not usually experienced people managers, so their preparation should include relevant training; generalizations about a demographic grouping do not capture all the information about what it takes to engage the people in that group.  One could go on about how trust, appreciation, respect, technical and social support are also effective ways to build engagement because this is what people need or want from their work experience,  but the foundation for taking action to enhance engagement is more than a generalized view of human nature;  a more specific, individualized and nuanced understanding of employees is needed. 

 

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Graeme Reid's curator insight, June 2, 2014 3:25 AM

It's not all about the money.

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An Organizational Structure That Drives Change

An Organizational Structure That Drives Change | Improving Organizational Effectiveness & Performance | Scoop.it
Stuff

Via Virtual Global Coaching
Frank J. Papotto, Ph.D.'s insight:

Basic idea is that change is important and inevitable,  but it doesn't, in fact, mustn't be rote or simply reflexive.  Instead it needs to to be thoughtful, strategic, mindful, proactive, and  helpful.  It doesn't matter if a change is  fast or slow, small or large,  innovative or mundane; what matters is that it is adaptive--it helps the organization survive, achieve its purpose or get better at changing. 

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The 15 Immutable Laws Of Engaging Employees In A Change Effort

The Holmes Report The 15 Immutable Laws Of Engaging Employees In A Change Effort The Holmes Report A management model focused on improving organizational effectiveness must bring together the right mix of communications, leadership and team...
Frank J. Papotto, Ph.D.'s insight:

The unchangeable laws of change efforts--catchy. The implication here is that there are some things about managing change that don't change regardless of what you're changing. While essentially correct and sensible the 15 laws really boil down to one rule.  Allowing people to understand and participate in making changes, will most often lead to better change results. 

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VP for Organizational Effectiveness & Human Resource Management

Howard University seeks a Vice President for Organizational Effectiveness and Human Resource Management. Howard University is one of the nation's leading research universities and is dedicated to educating students ...
Frank J. Papotto, Ph.D.'s insight:

This is an excellent opportunity for an experienced high level OE & HR professional who is interested in working in higher education 

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Why Floundering Is Good

Trying to figure something out on your own before getting help actually produces better results than having guidance from the beginning

Via Holly MacDonald
Frank J. Papotto, Ph.D.'s insight:

The idea that missteps and failures can be valuable is really not a new idea. We can call this learning from experience.  What is value for organizations and their leaders to take away is that the capacity to solve problems is just as valuable or perhaps more valuable than the solutions themselves. It is at the heart of adaptation and so is a critical part of being effective.

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The power of women in the workforce

Women in America represent an underutilized economic resource that can increase organizational effectiveness. Women represent a market demographic with huge, dominant buying capacity. Despite the fact that more ...
Frank J. Papotto, Ph.D.'s insight:

Adding women to the workforce  leads to an increase in diversity and on average an increase in the education level of the workforce.  Two clearly beneficial changes.  But if these are not enough couldn't we hypothesize  increases in organizational effectiveness?  How might women's presence support enhanced employee engagement, better execution, more adaptability and/or greater alignment?  Doesn't better education and greater diversity at the very least suggest better problem-solving?  And what about interpersonal and communication skills: how do women on average compare to the existing workforce on these skills and wouldn't even small advantages translate into large benefits? It's worth taking a much closer look at a minimum; taking action however is really a no risk proposition. 

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How Shared Leadership Impacts Team Effectiveness - Bridging the gap between IO psychology, human resource management and job performance.

How Shared Leadership Impacts Team Effectiveness - Bridging the gap between IO psychology, human resource management and job performance. | Improving Organizational Effectiveness & Performance | Scoop.it
An analysis of 42 different studies and 3 categories of leadership styles measures the impact of Shared Leadership on team effectiveness.
Frank J. Papotto, Ph.D.'s insight:

This review and article reinforce the idea that is familiar: more disbursed or distributed leadership is better when dealing with greater complexity.  Complexity means that more people, more challenges, more decisions and more information are  involved, so leading is a much more daunting task that can easily outstrip any individual's ability to manage it effectively.  As much as we relish our idealized visions of the bigger than life leader, real world situations demand a much more pragmatic view of leaders who don't have to go it alone. 

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