Masters of Scale - May 4, 2021
The elusive formula for great hiring, w/Workday’s Aneel Bhusri
Your first hires are your cultural cofounders. And it’s worth your time to get every one right. That’s why Workday CEO Aneel Bhusri personally interviewed his first 500 employees. Today, with 12,500 employees and over $4b in annual revenue, Workday is consistently rated one of the best places to work.
Fast Company ($) - Apr 26, 2021
4 emotionally intelligent ways to accept people who don’t share your values
It’s easy to spend your life with people who think like you. Yet hanging out with like-minded people is the opposite of open-mindedness.
HBR.org ($) - Apr 26, 2021
6 Strategies for Leading Through Uncertainty
It seems that any given week provides ample reminders that leaders cannot control the degree of change, uncertainty, and complexity we face. The authors offer six strategies to improve a leader’s ability to learn, grow, and more effectively navigate the increasing complexity of our world.
Love the simplicity of this short post. Employees do not come to a job unmotivated. They become disenfranchised when the culture of the organization inhibits their performance, their participation, etc. After the author shares a sampling of these core attributes, he then suggests that we consider this challenge to be an organizational issue and not simply a management issue. We can all initiate the needed change, but the organization needs to be crafted in such a way to allow people to leverage their motivation when they come to work each day
Medium ($) - Apr 28, 2021
It’s Not a Leader’s Job to Motivate
The truth is that employees start out motivated but the work environments they find themselves in suck that motivation out of them. In other words, they come to the job with their “motivation buckets” filled (or mostly so), then the organization (and its managers) poke holes in those buckets.
Fast Company ($) - Apr 21, 2021
A 5-point plan for empowering your employees (so you can get back to work)
Maynard Webb offers a blueprint for teaching a team to take on more responsibilities.
Forbes ($) - Apr 20, 2021
Four Ways Leaders Can Identify Value Creators
Many organizational leaders struggle to ideate sustainable business strategies that will see them consistently turning a profit and keeping ahead of the competition. This struggle has become even more magnified in the wake of evolving trends and lifestyle adjustments made by the average consumer in response to the digital transformation seen across almost all sectors.
Medium ($) - Apr 21, 2021
12 Critical Components of a Successful Work Culture
In Keith Cunninghams’ book, “The Road Less Stupid,” he explains that most people think of good company culture as having the fridge stocked with Gatorade and a foosball table in the back room. These, however important, have more to do with perks than actual culture.
BCG - Apr 16, 2021
The How-To of Hybrid Work
How can we preserve the benefits of remote or hybrid work as offices reopen without unintentionally institutionalizing the downsides of virtual models? That is the question facing many employers today.
Harvard Business Review ($) - Apr 15, 2021
What Does It Mean to Be a Manager Today?
Managers used to be selected and promoted largely based on their ability to manage and evaluate the performance of employees who could carry out a particular set of tasks. But three disruptive, transformative trends are challenging traditional definitions of the manager role: Normalization of remote work, automation, and changing employee expectations.
Harvard Business Review ($) - Apr 14, 2021
Is Your Team Solving Problems, or Just Identifying Them?
Some teams are really good at identifying problems. When colleagues propose new ideas, team members readily ask tough questions and point out risks. But they ought to be providing constructive feedback as well. How can you encourage team members to think more creatively about solving problems?
Forbes ($) - Apr 13, 2021
Why And How You Should Switch To Decision-Enabling From Decision-Making
If decisions have to go through you, you’re the choke point at the bottom of the funnel, controlling the flow. Conversely, if you provide clear direction, resources, bounded authority, and accountability, enabling others to make decisions, you turn the funnel into a megaphone, amplifying your influence and impact.
I appreciate our need for – and the actual positive effects of – laughter in our organizations. I’ve personally witnessed the dopamine high that full on laughter can bring to a meeting (and I can be pretty stiff!). It’s a quirky video, but it brings a good challenge to those of us who lead organizations or facilitate meetings for a living!
McKinsey & Company - Apr 15, 2021
Laugh more, lead better
Naomi Bagdonas and Connor Diemand-Yauman, lecturers at Stanford’s Graduate School of Business, hilariously explore the power at the intersection of humor, business, and leadership. It’s no joke.
Enjoyed this simple post on culture. Using a metaphor of a cookie, the author talks about how the same basic ingredients of flour, butter, etc.. often add up to very different end results/cookies! The same with culture. It is unique to every organization. Therefore, we need to constantly be watching and soliciting what’s working and what’s not about our culture so we can evolve it appropriately. I hope that we will all take stock of our corporate cultures and use much care to craft it for the benefit of our teams. It’s powerful. By the way, I’m still working to find the best oatmeal chocolate chip cookie.
strategy+business ($) - Apr 8, 2021
The secret recipe for organizational culture is no recipe
Culture emerges from a variety of ingredients within your organization, and cookie-cutter approaches won’t get it right.
MIT Sloan Management Review ($) - Apr 6, 2021
Innovative Work Cultures Know the Difference Between ‘Leader’ and ‘Manager’
Managers and leaders can be one and the same, but not every manager is equipped with the leadership skills that help fuel a high-purpose company culture.
Medium ($) - Apr 6, 2021
How to Build the Organizational Culture of Your Dreams
This is a reprint of a story I wrote several years ago. It points to the attributes of great teams and great organizational culture and I am both inspired and pleased to share it with you again here. That said, there are a few things that I have learned since the original writing that are worth sharing before you begin.
Harvard Business Review ($) - Mar 1, 2021
Persuading the Unpersuadable
We live in an age of polarization. Many of us may be asking ourselves how, when people disagree with or discount us, we can persuade them to rethink their positions. The author, an organizational psychologist, has spent time with a number of people who succeeded in motivating the notoriously self-confident Steve Jobs to change his mind and has analyzed the science behind their techniques. Some leaders are so sure of themselves that they reject good opinions and ideas from others and refuse to abandon their own bad ones. But, he writes, “it is possible to get even the most overconfident, stubborn, narcissistic, and disagreeable people to open their minds.” He offers some approaches that can help you encourage a know-it-all to recognize when there’s something to be learned, a stubborn colleague to make a U-turn, a narcissist to show humility, and a disagreeable boss to agree with you.
Harvard Business Review ($) - Mar 1, 2021
Are You Really Listening?
Senior leaders can become insulated from early signs of danger and opportunity. Here’s how to overcome that.
strategy+business ($) - Mar 3, 2021
Can you master the inner game of leadership?
Conflicting demands and challenges must be managed. Here’s how.
Harvard Business Review ($) - Feb 26, 2021
Financial Targets Don’t Motivate Employees
It’s natural for leaders to emphasize the importance of hitting financial targets, but making numbers the centerpiece of your leadership narrative is a costly mistake. Financial results are an outcome, they’re not a root driver for employee performance, and a growing body of evidence tells us that overemphasizing financial targets erodes morale and undermines long-term strategy. Leaders looking to motivate employees must instead use their time with their teams to build belief in the organizational purpose, the intrinsic value of the employees’ work, and the impact they have on customers, and each other. To do so, the authors recommend three tactics: 1) Reevaluate how you use your leadership airtime; 2) Discuss your customers with specificity and emotion; and 3) Resist the urge to widely share every measure of financial performance.
MIT Sloan Management Review ($) - Mar 17, 2021
How HR Leaders Are Preparing for the AI-Enabled Workforce
Awaiting AI’s prevalence, companies’ upskilling strategies range from doing nothing to empowering employees to set their own career paths.
Cultural Cohesion creates a foundation of values, norms, and behaviors that bind together your team and your decision-making
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strategy+business - Feb 15, 2016