Rudeness and bullying are rife. To build a better workplace, you must understand what drives bad behaviour and develop strategies to avoid it.
Start by taking a long look in the mirror…
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Top-down formal training methods popular during the 1990s do not equip staff to deal with unpredictability and rapid change, write John Hagel III and John Seely for Harvard Business Review.
Instead of relying on process manuals to tell staff what to do, empower them to learn on the job, creating knowledge and developing new ways to share it.
When you instigate any change in your organisation there will always be team members who cling doggedly to the status quo.
But ignoring the dissenters can build a virtual wall between those with conflicting viewpoints and encourage a culture of “us” and “them”.
Here's how to steer the two sides to meet in the middle.
It pays to avoid classic pitfalls when the business you take on has been left in a mess by your predecessor. Taking over leadership of any business, especially as an outsider, is a challenge.
Over half the leaders who take over a mess will have failed within a year and a half.
Here are five ways to avoid stepping on the land mines that were left for you.
Build creative dissonance into your team and you’ll turbocharge digital innovation.
If there’s one trait humans possess that artificial intelligence (AI) does not, it’s the ability to think outside the box.
To profit from AI’s ability to accelerate innovation, build your team around creatives who, collectively, combine these six contrasting personalities.
The key to resolving a disagreement between members of your team is acting as an effective mediator, write Jeanne Brett and Stephen B Goldberg for Harvard Business Review.
People will always disagree with each other – it’s human nature. But if you have to step in, follow these five steps.
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Strategic and operational reviews often fail.
Leaders spend three to five days per month being reviewed or reviewing someone else. But how useful are reviews? They typically take an hour or so, and half that time is wasted covering what’s already happened.
Writing in Ivey Business Journal, Himanshu Saxena explains why reviews often fail, and how to change your approach.
Do your corporate training programmes actually improve the performance of your company? Daniel Dowling, writing for Fast Company, argues that in-house career coaching is a much more effective approach.
To make employees want to learn and perform better, help them prioritise self-improvement as an essential part of their lifestyle – both within and outside work.
If you set a clear purpose and cultivate an environment of innovation and collaboration, then you can have a whole company of CEOs, says Micha Kaufman, writing for Entrepreneur.
How you organise and run your business and who you choose to do what are the key elements that determine the destiny of your company.
Calculating your employees’ pay on an hourly rate can raise their psychological stress levels and eat away at their enjoyment of life, writes Martin J Smith for Stanford Business.
Workers who believe that every second counts in terms of the monetary value placed on their time are more likely to suffer from potentially damaging mental pressures, according to new academic research....
With digital data increasingly driving performance, it takes a strong, forward-thinking champion to make sure your organisation embraces that shift effectively.
These days the role of CIO goes way beyond overseeing your company’s computer technology. With businesses from all sectors adopting a digital-first strategy, the CIO holds a transformational position.
Negative emotions in the workplace are too often brushed aside – or even taboo. This is counterproductive and costly.
Ignoring negative emotions stores up trouble. Yet, if you learn to face them, you will have a happier, more productive and engaged workforce who are more likely to stick around.
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In addition to legislation, ethical engagement by CEOs is essential to avoid accusations of unethical practice.
Digital platform businesses need to manage their ethics better. At the moment, there is a lack of responsible leadership and regulation around digital platforms, which has resulted in a whole host of unethical consequences.
Market conditions change, and when they do leaders need to decide whether to respond by restructuring or reconfiguring.
There are two key reasons why a company might need to consider reorganisation: to “reduce ‘organisational cholesterol’” or to “change strategic direction in the face of major industry change”.
Reporting to an indecisive boss is challenging and frustrating. Here’s how to turn the situation around.
Managers who can’t pick a course of action, or constantly change their minds, are infuriating. You waste time, switch direction, and your credibility and reputation suffers. So how can you help a wishy-washy manager make decisions?