4751 Posts Found

Tools such as customer journey maps can be turned inward to chart the steps employees take to get work done: who assigns them work, what tools and resources they need, whom they hand work off to. You can also use process maps, which more typically measure the flow of material or paperwork, to show what people have to do at each point in a process. … [ Read more ]

Content: Quotation | Authors: Patricia O’Connell, Thomas A. Stewart | Source: strategy+business | Subjects: Management, Organizational Behavior

In an era where companies are paying more and more attention to diversity, equity, and inclusion (DEI), inclusion remains the most difficult metric to track. From new research, Gartner developed the Gartner Inclusion Index to measure what true inclusion looks like across an organization. The authors outline how to use the Gartner Inclusion Index to measure employee perceptions of inclusion, what effective action looks like … [ Read more ]

Content: Article | Authors: Kartik Deo, Katie Brown, Lauren Romansky, Mia Garrod | Source: Harvard Business Review | Subjects: Diversity, Human Resources, Management, Organizational Behavior

The best managers and leaders help people become more independent, more capable, and more confident.

Content: Quotation | Author: Paul B. Thornton | Subjects: Leadership, Management

What we’re taught when we grow up is that our outcome is 100% correlated to our effort. If I study hard for a test or work hard on a project, I’m going to get a better grade than if I don’t try. So I’ve always just assumed that when things aren’t going well, I just need to work harder. It’s ingrained a lot of habits, … [ Read more ]

Content: Quotation | Author: Ayo Omojola | Source: First Round Review | Subjects: Management, Personal Development

Purpose answers the question, “What would the world lose if your company disappeared?” It defines a company’s core reason for being and its resulting positive impact on the world. Winning companies are driven by purpose, reach higher for it, and achieve more because of it. Competitors wonder where they can get some of that magic and how they might sprinkle it on.

Content: Quotation | Authors: Bruce Simpson, Jinchen Zou, Matt Stone, Olivia Loadwick, Robin Nuttall, Sebastian Leape | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

From project-based work to a lack of hierarchy, the way people work is changing fast. In this episode of The McKinsey Podcast, Chris Gagnon and Elizabeth Mygatt talk about what it takes for companies to be “future ready”

Content: Article | Authors: Chris Gagnon, Diane Brady, Elizabeth Mygatt | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

When assessing a low performer, the most important set of exercises to run through are: What is this person’s job? What is expected of them? Do they know that? And then once they do, do they have the desire and the energy to fix it? Then you can go to them and clearly explain, “Here’s what’s expected of you. Here’s what you’re delivering. And here’s … [ Read more ]

Content: Quotation | Author: Molly Graham | Source: First Round Review | Subjects: Human Resources, Management, Organizational Behavior

Most people can be exceptional and perform way better than they are today, under the right set of circumstances. And so the question for managers is whether those circumstances can exist in the role that that person is currently in, elsewhere in the company, or if it’s just not a fit at all.

Content: Quotation | Author: Molly Graham | Source: First Round Review | Subjects: Human Resources, Management, Organizational Behavior

When I was managing a team I didn’t have tons of expertise in […] I first started with: Do people’s roles make sense? Do they know how they fit in? How they align to the business? Then the second piece is, do they know what’s expected of them? Do they know what success looks like? 80% of the time when I go into a team … [ Read more ]

Content: Quotation | Author: Molly Graham | Source: First Round Review | Subjects: Management, Organizational Behavior, Teamwork

As a manager, one of the best things you can do is to take your high-performers and make bets on them, stretching them and seeing what they’re made of. Sometimes people are capable of 10X of what you have them working on today. You just have to help them get there.

Content: Quotation | Author: Molly Graham | Source: First Round Review | Subjects: Human Resources, Management

I push people to focus on, “What is this person responsible for?” not, “How are they doing it?” As a manager, you can give feedback on the “how,” particularly if it’s potentially destructive to the people around them, problematic in terms of draining too many resources, or when the folks you’re managing are more junior. But goals and expectations have to be set around the … [ Read more ]

Content: Quotation | Author: Molly Graham | Source: First Round Review | Subject: Management

True management is the act of making the people around you better. Management is about investing in people, figuring out who they are, what they’re good at, what motivates them, and then aligning the work a company has to do with their role and their growth areas.

Content: Quotation | Author: Molly Graham | Source: First Round Review | Subject: Management

You can be a leader without being a manager but you cannot be a manager with also being a leader.

Content: Quotation | Author: Jeff Blum | Subjects: Leadership, Management

Change champions need to draw out others’ opinions about the reasons their hunch won’t work as a starting point for problem-solving and design. By treating the potential downsides and limitations of an idea as legitimate, rational concerns, people can work together to design solutions that both achieve intended goals and preserve what the organization wishes to safeguard while building commitment to implementation.

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So-called resisters have … [ Read more ]

Content: Quotation | Authors: Elizabeth Doty, Maya Townsend | Source: strategy+business | Subjects: Change Management, Management, Organizational Behavior

Authenticity and the idea of authenticity basically gives people an excuse to not change, to not adapt. So, instead of being true to yourself, you need to be true to what other people around you need from you. This idea that you need to be authentic is insane.

Content: Quotation | Author: Jeffrey Pfeffer | Source: Stanford University | Subjects: Leadership, Management

In his new book, London Business School’s Constantinos C. Markides explains how leaders can ensure that employees know how to deliver on a company’s strategy.

Content: Article | Author: Constantinos C. Markides | Source: strategy+business | Subjects: Management, Organizational Behavior

Tracking the difference between ‘actual’ and ‘target’ is a really important part of your dashboarding process. My team jokingly calls this delta ‘the shame,’ because that’s what drives them to reflect and iterate.

Content: Quotation | Author: Jaleh Rezaei | Source: First Round Review | Subjects: Management, Project Management

If speed is the yin, the yang is prioritization. You can’t be fast if you don’t know what’s important.

Content: Quotation | Author: Jaleh Rezaei | Source: First Round Review | Subjects: Management, Personal Development

Last year, First Round Review started a podcast. What started as an experiment has turned into 30 episodes (and counting!) with incredible startup leaders all across the org chart at companies like Notion, Lambda School, Plaid, Segment and many more. To celebrate this milestone, they listened back to each episode and plucked out our favorite tidbits of advice from this collection of interviews.

Content: Article | Source: First Round Review | Subject: Management

[A premortem is where] at the start of a project, you imagine that the project went wrong and think about what could have caused that result. You put yourself into the future and, in a non-judgmental way, think of all the things that could derail the project. It creates a safe way for people to discuss their concerns without being perceived as criticizing the project. … [ Read more ]

Content: Quotation | Authors: Dan P. Lovallo, Tim Koller | Source: McKinsey Quarterly | Subjects: Management, Project Management