Use This Equation to Determine, Diagnose, and Repair Trust
Anne Raimondi was stumped. Two people she managed weren't getting along, and it was really impacting progress. In her private conversations with each of them, they had the same goals and wanted the same things. But in the room together, they'd disagree on everything. They'd quibble over the smallest things, avoid spending time together, and jump to assuming the worst about each other, even though they were ultimately on the same team. Read more to find out .....
The most surprising principle of good leadership?
The best leaders seem to be the busiest. If you’re busy, you’re getting a bunch of stuff done: You’re tending to your team, you’re making stuff happen. Being busy as a leader is a good characteristic…Right?
Well, quite the opposite. Being busy as a leader is one of the biggest mistakes you can make.
10 Principles of Organizational Culture
How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.
5 Research-Based Strategies for Overcoming Procrastination
Chances are that at this very moment you’re procrastinating on something. Maybe you’re even reading this article to do so. A while back, I took a year to experiment with every piece of personal productivity advice I could find. In becoming hyperaware of how I spent my time, I noticed something: I procrastinated a lot more often than I had originally thought. In one time log I kept, I found that over the course of one week, I spent six hours putting off tasks — and that’s just the procrastination that was apparent from my time log.
Failure Is an Option
About seven years ago, I was leading a major digital transformation project. I had a savvy team running the program, a good plan, and the latest technology solutions to implement. We thought we were doing everything right. But a few months in, the project went sideways — so completely that when the dust settled, the client’s board brought in a third party to investigate what went wrong. The project failed, we realized, for two key reasons. First, although the project’s goals were well defined, they were not communicated across the client’s departments. And second, we were thinking about how the company would work in the present, not how it would work in the future.