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By The Numbers
Workplace Survey, Findings 1.Workers are struggling to work effectively. When focus is compromised in pursuit of Collaboration, neither works well. 2. Effective workplaces balance focus and collaboration. Workplaces designed to enable collaboration without sacrificing employees’ ability to focus are more successful. 3. Choice drives performance and innovation. Employers who provide a spectrum of choices for when and where to work are seen as more innovative and have higher-performing employees.
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PREDICTING THE FUTURE OF WORKPLACE
- Created on Monday, 18 February 2013 22:03
- Last Updated on Monday, 18 February 2013 22:03
- Written by From “The Future of Work” by Lynda Gratton
- Hits: 3550
The question we face now is how the working consciousness of current and future employees will be further transformed in the age of technology and globalization. What is inevitable is that work will change dramatically and the workforce will be employed in ways we can hardly imagine.
The past six generations have experienced the most rapid and profound change mankind has experienced in its 5,000 years of recorded history. If the world economy continues to grow at the same pace as the last half-century, in 2050 the world will be seven times richer than it is today, world population could be over 9 billion and average wealth will also have increased dramatically.
Read more...HOW TO CREATE A BREAKTHROUGH PERFORMANCE
- Created on Monday, 21 January 2013 00:03
- Last Updated on Monday, 21 January 2013 00:03
- Written by From “Achieving Breakthrough Performance” by Mark Gottfredson, Steve Schaubert and Elizabeth Babcock
- Hits: 3409
Although successful managers must have the attributes of a great leader, by themselves these attributes are not enough. Many great leaders still do not build successful organizations.
Non-profits that deliver great results over time are best positioned to survive, grow, and have an impact. Non profits that perform poorly, on the other hand, end up irrelevant or even as failures. And non profits that perform merely satisfactorily are vulnerable to shifts in the funding climate or the political environment.
Read more...THREE WAYS TO LEAD IN A CRISIS SITUATION
- Created on Monday, 03 December 2012 22:52
- Last Updated on Saturday, 30 March 2013 00:37
- Written by From “Leading an Organization through Crisis...no Matter what your Position is” by Toni Lynn Chinoy
- Hits: 1801
There are many effective ways to influence others to do the right things if you understand what they are. Knowing the basics empowers you to make a difference.
There are many effective ways to influence others to do the right things if you understand what they are. Knowing the basics empowers you to make a difference. Toni Lynn Chinoy, describes three significant elements to leading under any circumstance. They become essential during crisis. They are: 1) managing fear 2) managing confusion and 3) managing arrogance.
Read more...FIVE ESSENTIAL ROLES TO BUILD A LEADERSHIP TEAM
- Created on Sunday, 13 January 2013 23:15
- Last Updated on Sunday, 13 January 2013 23:17
- Written by From “Freeing the Social Entrepreneur” by Chantal L. Below and Kimberly Dasher Tripp
- Hits: 1856
When social entrepreneurs understand their strengths and priorities, and develop a leadership team composed of people with disparate and complementary skills, it creates “the perfect combination.”
According to Chantal Laurie Below and Kimberly Dasher Tripp, from Stanford University, there are five essential leadership roles in an organization that is ready to scale up. These roles may or may not be filled by five separate people; in some cases multiple roles can be filled by one person. The five roles are the evangelist, scaling partner, connector, program strategist, and realist.
Read more...THE PROBLEM TO SOLVE PROBLEMS
- Created on Wednesday, 22 August 2012 00:29
- Last Updated on Thursday, 15 November 2012 14:33
- Written by Extracted from “How People Define and Solve Problems” by Yiorgos Mylonadis
- Hits: 4865
Every decision involves problem solving. However, our problem-solving ability in management is so limited because our models of problem-solving are devoid of people while actual problem-solving isn’t.
Executive managers can be extremely well educated with many years of experience; they may also be successful managers who have accomplished great things - but frequently their ability to solve a problem is severely limited. That sounds like a paradox, but people cannot define the problem they are trying to solve.
Every decision involves problem solving. In some cases we employ professionals who do that job - they’re called project managers and administrators and so on. They are certainly a part of that process, but what happens when you have to anticipate an issue or when you don’t have an established process or routine to deal with it? You have to define the issue before you can pick a routine to address it.
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