Design thinking can improve your health, wellbeing and, ultimately, your executive performance.
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Many organisations expect employees to become such dedicated “ideal workers”, despite the...
What can you do if the team you take over created the problem you’ve been hired to fix?
The best-known team-building framework is “forming, storming, norming and performing”. But that assumes you’re building a team from scratch.
In a recent article for Harvard Business Review, Michael Watkins offers a new model: “assessing, reshaping and accelerating”.
If you struggle to secure buy-in for your proposals, then it might be time to change your strategy. There are a number of “issue-selling” tactics that will give your ideas traction and secure the resources and attention they deserve.
By 2020, over 40% of our workforce will be freelancers – that’s according to a recent study by Intuit.
How can you get the best out of outsourcing? And what are the pitfalls to avoid? John Boitnott, writing for Inc.com, lists four things you should never do when using freelancers:
Become a great boss by thinking about the kind of boss you would hate to be, advises Avery Augustine, writing for Inc.com, via The Muse.
Being a great boss is a complicated business. It means finding the right balance between constructive criticism and praise, affection and respect, managing and delegating.
Leadership is not all about you, write Sucheta Nadkarni and Andreas Richter on the University of Cambridge Judge Business School blog. A strong team makes a great CEO and the most successful leaders look to others for solutions.
It’s hard to see the point of HR when business is bad, Peter Cappelli writes for Harvard Business Review. We tend to appreciate what HR does only when business is booming, labour is scarce and retention rates are poor. During economic downturns, HR comes across as a nuisance and a nag.
Under pressure you don’t rise to the occasion – you sink to the level of your training. That’s just one of the lessons business coaches can learn from the US Navy SEALs’ training ethic, says Michael Schrage, writing for Harvard Business Review.
No strategy is ever perfect, says Ken Favaro, writing for Strategy+Business. But it takes great leadership and confidence to recognise this.
The author poses two questions to help you work out just where your company’s weaknesses lie:
All leaders make poor decisions from time to time. Usually, they are relatively small and insignificant. However, writing for CEO.com, Jack Zenger and Joseph Folkman discuss the bad decisions leaders make that have a “titanic impact”.
The most successful people in business rely on others to do their jobs better, insists Camille Preston, writing for the Fortune website.
Far from being a sign of weakness or a lack of competence, asking for help is something all great leaders do, says the author.
Professionals who collaborate with their colleagues on cross-disciplinary work generate more revenue, inspire greater client loyalty and give their firms competitive edge, says Heidi Gardner in Harvard Business Review.
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.
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:
Chinese companies can teach the West responsiveness, flexibility, improvisation and speed, say Thomas Hout and David Michael, writing for the Harvard Business Review.
Are Millennials really so different at work from Generation Xers and Baby Boomers? Amy Gallo, writing for the HBR Blog Network, says not.
Comparing the research of two academics, Gallo concludes that most of the myths about young people in the workplace are untrue, and that managing Millennials isn’t so difficult.