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Dated: 09-07-2013
Some things never change; however, the business environment isn't one of them.
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Dated: 09-07-2013
We hear the talk about actively disengaged employees. What about organizations that actively resist providing an environment for engagement?
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Dated: 09-07-2013
Leaders are not all of a piece; nor have they been put together piece instantly and certainly not permanently. Leaders are fluxy creatures—always unfinished, routinely unsatisfied. Why? Because leadership is more becoming than being; more a place ahead than one here and now; more the best is yet to be than what already is.
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Dated: 09-07-2013
As leaders , we don't know everything and can't do everything by ourselves. We hire people with the knowledge and talent to accomplish great things – but sometimes we don't see the desired results. Change is slow; resistance is high to anything new. People keep on doing what is within their comfort zone. Innovation is rare. There is a murmur of complaints; morale is low. Results are disappointing. You wonder whether you're dealing with people who have no good ideas or who are focused on their lives outside of work – or looking for their next job, rather than contributing value to the organization.
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Dated: 09-07-2013
Leaders today are navigating a turbulent sea of change—bombarded with complexity. What are they to do? First, their mental models of reality must be flexible. They need to let go of comfort and stability and forget about prediction and control—and become improvisational and innovative, look for solutions in unexpected places, and surround themselves with associates who accept ambiguity, urgency, and flexibility. They must accept the inevitability of Peter Vaill's insight of "permanent white water" as the new normal.
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8
Dated: 09-07-2013
When I was promoted to my first management role at Marriott International, one of my best mentors said, "Well, kid, welcome to the club—you're now dinner conversation." This meant that everything I said and did would be the topic of discussion among my team. These conversations can go one of two ways. People can be groaning, "Do you know what he said to us today?" or saying with excitement, "Guess what we did today!" The difference lies in reaching people on an authentic emotional level.
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Dated: 09-07-2013
Imagine: You're in a tense team meeting trying to defend your position on a big project and start to feel yourself losing ground. Your voice gets louder. You talk over one of your colleagues and correct his point of view. He pushes back, so you go into overdrive to convince everyone you're right. It feels like an out of body experience – and in many ways it is. In terms of its neurochemistry, your brain has been hijacked.
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8
Dated: 09-04-2013
THE GREAT RECESSION ENDED IN 2009. Yet four years later, many businesses struggle to draw customers or attract talent to support growth. Attracting and retaining customers and talent need to be addressed together.
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Dated: 09-04-2013
A STUPID GAME IS A TEAM-building activity used to teach business principles and ideas. In training and development, the games are called experiential education. Groups need to practice to perform and execute tasks. The military calls it boot camp. Theater and dance groups call it rehearsal. Sports teams call it practice. Often, however, business groups do not get it and for the most part do not practice—and typically, business groups have low group performance.
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Dated: 09-04-2013
THE INFLUENCE OF SOCIAL media on business success is not just an overnight fad. It's now a necessary component of any marketing strategy. Ignore these stats at your own risk: 80 percent of people prefer to get coupons, promos, and discounts from brands in social media, and 42 percent of people have mentioned a brand in a Facebook status update according to Hub Spot; 43 percent of all online consumers are social media fans or followers, states Harp Social. These statistics suggest that you must have a social media presence.
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