In organizations we are often unwilling to provide the right incentive for the right behaviour. We’ll do something ordinary and expect the extraordinary
The idea of managing the emotional culture of your organization sounds appealing, doesn’t it? And yet, there are a number of problems that you ought to be aware of.
It’s been said that most people overestimate what they can accomplish in a year, but underestimate what they can accomplish in a decade. Would being more agile help? Or it is just a passing fad?
Organisations change constantly. What that means is that your organisation is dynamic. It won’t remain the same because it can’t.
Lest there be any confusion, let’s make sure we’re on the same page: Leadership, by definition, means that you have followers. If no one is following you, then you’re not leading.
Much has been made of the idea that organisational memory inhibits changes that senior managers want to make. They feel plagued by the attitude still clung to by some that “that’s the way we’ve always done it.”
Whether you want it to or not, your organization is changing either into what you would like it to be or into something else. You’re not actually standing still. Do you want to go where you are heading by default?
Organisational culture isn’t an accident. It isn’t the result of serendipity, happenstance, or chance. For good or for ill, there is only one reason why the culture where you work is the way it is.
All of us are insecure to a certain extent. Some are better at hiding it than others. All of us perform better if we believe that what we are doing counts for something; how much do your team feel they and their activiti
Herzberg taught us nearly 60 years ago that people were the most important component in any organization. Thirty years later came KPIs and High Performance Indicators, more recently Employee Engagement…
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