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Dated: 03-10-2014
Whether in response to Board pressure, regulatory changes or missed performance targets, there are times as CEO when you go to the outside. In one case I observed, the Board pressured the CEO to bolster one business line’s systems and processes to attract outside partnership opportunities. The CEO was explicit in communicating the Board’s mandate to his incoming hire, but near silent with the affected business line head and his lieutenants. When the change agent invited this team to collaboratively formulate the process improvements’ design and implementation, they smiled, nodded and then proceeded to passively resist and marginalize her. Determined to deliver on her own performance objectives, she dug in. A power struggle ensued she was predetermined to lose.
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8
Dated: 03-10-2014
As crystals of ice and snow from a rough Winter begin to melt, the sights and sounds of Spring slowly emerge. Warmer temperatures and longer days focus attention towards the sparkle of baseball diamonds and another Major League season. Former owner Bill Veeck once said that the true harbinger of spring is not the blooming of crocuses or the swallows returning to Capistrano but the “sound of a bat on a baseball.” On April 15th, 1947 Jackie Robinson broke baseball’s color barrier on his way to a ten-year Hall of Fame career with the Brooklyn Dodgers. While Jackie’s leadership on the diamond is well documented through articles, books, and a recent movie, comparatively little has been noted about his leadership life AFTER baseball. In continued partnership with his wife the lives of Jackie and Rachel Robinson are wonderful examples of moral leadership and should be examined by leaders today.
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8
Dated: 03-10-2014
We are living in a world of change like never before. The forces of change are coming at us wave after wave with increasing fury and in totally unpredictable ways. Some leaders are simply overwhelmed by what they face. Others are stunned by fear and some are still unsure as to what to do. In each and every case, leaders are facing the need to transform rather than tweak and yet very few are equipped for the task at hand.
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8
Dated: 03-10-2014
Want to improve organizational performance? Focus on leadership development.
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8
Dated: 03-10-2014
It is quite clear that organizations today are operating in a turbulent and ever-changing environment. To maintain a competitive edge and oftentimes just to survive, companies need to continually transform themselves through new technologies as well as strategic and structural changes. However, these changes often come at the expense of employees’ comfort and psyche. From our research, we have uncovered a key competency for managing the rapidly evolving workplace: resilience.
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8
Dated: 03-10-2014
Ability to positively manage change is widely recognized as essential to success, both personally and professionally. At work, this may involve how you acclimatize to new leadership, or adhere to new policies, or achieve new goals and meet new deadlines. The new year may have brought new pressures to modify behaviors to effect positive change.
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8
Dated: 03-10-2014
Engagement and retention has increasingly become the top challenge among almost all large organizations. Studies consistently show that positive or negative engagement factors directly affect employee retention and have far-reaching impacts on productivity, morale, quality, customer satisfaction, and ultimately, profits and sustainability. Most organizations understand the importance of engaging and keeping key employees, and they make serious efforts in these areas. Often, however, these efforts fall short, and the most valuable employees walk (or run) out the door.
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8
Dated: 04-02-2015
HR (and L&D professionals) must shift from being the locus of employee learning to creators of a learning culture. The pace of change, instant access to information and relentless competition mean that employees have to learn how to learn much faster and more effectively than in the past. Organizations can’t rely on a single department nor can they rely on scheduled events to continuously prepare employees. They need to create a culture in which every aspect of the workplace supports continuous individual, team, and whole-organization learning.
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