We know a great deal about what strategy is, but very little about how to make strategy work, write Donald Sull, Rebecca Homkes and Charles Sull for Harvard Business Review.
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Are we in the midst of an employee engagement crisis? Or have consultants created a problem in order to sell business a solution, asks Nick Bron for Leadership Review.
2013 might have been a watershed year for the concept of “employee engagement”. Gallup published research indicating that only 13% of employees are “engaged” at work.
For some entrepreneurs, things seem to fall into place on their rise to financial success, observes Jayson Demers, writing for Entrepreneur.com.
However, in spite of appearances, their success is not down to luck but rather an understanding of the importance of learning, adapting and growing, says the author.
Wish there were more hours in a day? Jayson De Mers, writing for Inc.com, reveals fifteen easy ways to boost productivity right now.
1) Go airplane mode. If you want to get things done, close your email and turn off your mobile phone, advises De Mers.
Competitive advantage is shifting, say Thomas N. Hubbard, Paul Leinwand and Cesare Mainardi, writing for Strategy+Business. The new industry leaders are leaner and more focused than their predecessors. They are the “supercompetitors”.
The perfect board is diverse, well-trained and highly skilled, says Dr Roger Barker of the Institute of Directors.
Writing in Management Today, Barker describes how to build a great board in eight easy steps.
For your company to thrive, you need each and every one of your employees to give their all. So how can you excite your workforce, fill them with enthusiasm and win their commitment?
Peter Economy, writing for Inc.com, reveals seven proven strategies for connecting with your employees:
You are failing in your role as a leader if just one of your employees feels undervalued, says Glenn Llopis, writing for Forbes.com.
The wrong words at the wrong time can bring a brainstorming session to a “screeching halt”, says Sam Harrison, writing for Fast Company. If you want to encourage innovative thinking, never use these seven sentences:
Creating trust within a business culture is a key foundation of leadership success, observes Nick Bron for Leadership Review.
Employees need to trust their leaders and the decisions they make, and have faith that the organisation is being steered along the right path for all concerned.
Learn to use your emotions and you will be a better negotiator, writes Shirli Kopelman for the HBR Blog Network.
Many people fear acknowledging emotions at work, believing they only cloud judgement and impede reasoning. But, argues the author, your emotions can be an important negotiating tool, giving you energy and expression.
Marketing and IT will need to work better together if they want to generate big revenue from big data.
Big data necessitates a “marriage of convenience” between CMOs and CIOs – both of whom are responsible for turning this new resource into profit, explain Matt Ariker, Martin Harrysson and Jesko Perrey, writing for McKinsey Insights.
How do you find and keep the next generation of high performers? Lindsay Eney, writing for Smart CEO, talks to some industry insiders and discovers the best ways to attract and retain Millennials.
Organisational psychologists from Binghamton University School of Management have found that three unpleasant personality traits – narcissism, manipulation and psychopathy – can help leaders achieve better professional success, writes Minda Zetlin for Inc.com.
Breakthroughs in human brain research show why some management practices work better than others, write Jesse Newton and Josh Davis for Strategy+Business. The authors use neuroscience to explain why the “pride building” method works so well.
Is it possible to invest in tomorrow without damaging performance today? Ken Favaro, writing for Strategy+Business, looks at short-term/long-term tension and how to get over it.
Asking the right questions can trigger change, opportunity and growth. But, writes Warren Berger for the HBR Blog Network, there are certain questions that leaders should never ask.
Weak markets are not a valid excuse for a company’s slow growth, write Kasturi Rangan and Evan Hirsh for Strategy+Business. With the right market proposition, you can achieve success, no matter what state your industry is in.
Adopting a new management practice could give your company competitive edge and boost performance. But, warns Julian Birkinshaw, writing for Harvard Business Review, leaders should beware the “next big thing”.
On Forbes.com, Chunka Mui highlights some lessons on managing in times of disruption.
The author observes: "One important insight is that, as bosses' responsibilities and compensation grow, they become ever more dependent on people and factors beyond their control.
Ron Ashkenas discusses the difficulty of communication on his HBR.org blog, observing that large organisations in particular struggle in this area.
How should you respond when two of your colleagues are fighting? Amy Gallo explores the protocol and etiquette of conflict management in her article for the HBR Blog Network.
Workplace conflict can be complicated. Sure, if you manage the two co-workers who are fighting, it is your duty to intervene. But if they are your peers, the situation is far less clear cut.
Are you a good boss – or a great one? That's the question posed by Linda Hill and Kent Lineback, writing for Harvard Business Review. They observe that most bosses reach a certain level of proficiency and stop there, leaving their potential unfulfilled.