If you're at the start of a career or in the early stages of a business, few things are more useful than the real histories of those who have gone before. It's just that there's a trick for extracting useful and actionable truth.
The risk features involve power, privilege and prestige, the value placed on group membership, the prioritization of group loyalty, the impulse to protect an image, and an institutional sense of righteousness and entitlement.
Have you or someone you know been personally impacted by disengagement? Do you manage someone (or more than one) who isn't engaged? Is a loved one struggling to reconnect and reengage in all facets of their life?
Whether we work in highly-demanding environments or are doing tasks that aren't particularly stimulating, we can all benefit from training ourselves to be more mindful about where and how we place our precious attention.
It is my contention that any organization that wants to survive, thrive, and excel in our increasingly complex, fast-paced, high pressure work environments should pay attention to the organizational effectiveness benefits of mindfulness programs.
Owners and managers may not realize that only they can be a catalyst towards innovation within a company. These factors can hinder not only innovation, but also employee leadership, and accuracy of projects.
Especially for individuals who have started a business and end up hiring employees and becoming managers, here are five simple myths of managing that will help you turn around the way that you supervise your employees.
These are rules for a better game, and they're likely to produce better behavior. I believe many organizations would be far better off if they simply (that's not to say easily) took a hard look at the game they're playing now, and changed the rules to ones like these.
Santa Clara professor Terri Griffith has published her first book, The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive. I sat down with her to talk about the book and the motivations behind writing it.
Building a coalition of the passionate and idealistic people within the organization is not enough -- in fact, it can be detrimental if people see your cadre as a band of zealots rather than committed and dedicated business professionals.
The human brain is an extraordinary information processing system. It is brilliant at executing certain tasks, particularly physical tasks that can be codified like playing an instrument or driving a car.
We all know them -- the people in your office who are engrossed with social networking. They often become a nuisance if they are not reigned in in some capacity. Yet, they may be paving a powerful path, that with guidance can introduce real value.
People who are praised for being smart "don't want to risk their newly minted genius status," and that fosters static, rigid organizations. Praise for effort keeps people engaged and willing to work hard.
I believe in stripping out layers. Relentlessly. Find new and productive things for the middle managers to do. If they are really still useful, they should be good individual contributors at a senior level.
It worries me to think that we turn a blind eye when people appoint themselves center of the universe. It only takes one of them to disrupt an entire group that would otherwise function well and harmoniously, not to mention more productively.