4751 Posts Found

We have developed two simple frameworks—an authenticity index and a self-awareness index… To gauge authenticity, we ask an executive to choose ten from a long list of values that they hold dearest. We then ask 20 to 30 people who work with the executive to select from the same list the top ten values that best describe the leader. Comparing the candidate’s top ten to … [ Read more ]

Content: Quotation | Authors: Adam Bryant, David Reimer, Harry Feuerstein | Source: strategy+business | Subjects: Corporate Governance, Leadership, Management

The value of working together is intuitive to most leaders. Capturing the full value of operating as one firm, however, is elusive for most. Those who drive integration and standardization from the top down often stifle business-level innovation, entrepreneurship, and client responsiveness, which can further create talent attraction and retention issues. Those who emphasize local autonomy, however, often create massive inefficiencies, competing priorities, and inconsistent … [ Read more ]

Content: Quotation | Authors: Blair Epstein, Caitlin Hewes, Scott Keller | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Intense competition in the workplace may lead managers to sabotage talented employees to protect their own job security, says research by Hashim Zaman and Karim Lakhani.

Content: Article | Authors: Hashim Zaman, Karim R. Lakhani, Michael Blanding | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

If we have measurables that are not connected to elements of purpose, then we need to ask ourselves, “Is there an opportunity to better align these?”

Content: Quotation | Author: Ted Iverson | Source: McKinsey Quarterly | Subject: Management

We demand that leaders be decisive, but research in social psychology and behavioral economics suggests that decisiveness is not an unequivocal good. Studies on “mindset” reveal that, when contemplating an important decision, prematurely focusing on execution can exacerbate decision-making biases and lead to overconfidence and excessive risk-taking.

Content: Article | Author: Derek Pankratz | Source: Deloitte Review | Subjects: Decision Making, Management, Organizational Behavior, Personal Development

Avoid mistakes that can disempower your team by learning how they like to be recognized for a job well done.

Content: Article | Author: Amber Johnson | Source: SmartBrief | Subject: Management

Connecting with others and belonging are basic human needs that are essential to being our best selves.

When we leave an experience where we presented our imperfect selves yet felt belonging, we feel energized and at our best. When we leave an experience where we presented our imperfect selves and were ignored or ridiculed, we feel deeply disconnected and disengaged.

This is as true at work as … [ Read more ]

Content: Article | Authors: Jake Herway, Jane Smith | Source: Gallup Management Journal | Subjects: Best Practices, Culture, Management, Organizational Behavior

Companies miss the mark on high managerial talent in 82% of their hiring decisions, which is an alarming problem for employee engagement and the development of high-performing cultures…

Conventional selection processes are a big contributor to inefficiency in management practices; they apply little science or research to find the right person for the managerial role. When Gallup asked U.S. managers why they believed they were hired … [ Read more ]

Content: Quotation | Authors: Jim Harter, Randall J. Beck | Source: Gallup Management Journal | Subjects: Hiring, Human Resources, Management, Organizational Behavior

Leaders who listen well create company cultures where people feel heard, valued, and engaged. In addition, employees who experience high-quality listening report greater levels of job satisfaction and psychological safety. If you’re interested in sharpening your listening skills, try using these four techniques: (1) Listen until the end — don’t jump in or interrupt the speaker; (2) Listen to summarize the problem, not to solve … [ Read more ]

Content: Article | Author: Debra Schifrin | Source: Harvard Business Review | Subjects: Communication, Management, Organizational Behavior, Personal Development

McKinsey research found that workplace relationships account for 39 percent of employees’ job satisfaction. Moreover, relationships with management, in particular, account for 86 percent of workers’ satisfaction with their interpersonal ties at work. Yet, despite the importance of these manager–employee relationships, surveyed managers report spending almost three-quarters of their time on tasks not directly related to talent management.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field, Marino Mugayar-Baldocchi | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

Implementing bottom-up feedback can improve management and productivity, according to research by Wharton’s Shing-Yi Wang.

Content: Article | Authors: Jing Cai, Shing-Yi Wang | Source: Knowledge@Wharton | Subjects: Management, Organizational Behavior

What happens when a company achieves the summit? Is there nowhere to go but down? Superior performance, research shows, is neither quite as fragile nor robust as many believe—rather, it’s an attainable albeit slippery plateau. The key is to focus on profitability rather than revenue growth or value creation.

Editor’s Note: This is already a bit of an old article (early 2016) but the concept and … [ Read more ]

Content: Article | Author: Derek Pankratz | Source: Deloitte Review | Subjects: Best Practices, Management

Whenever you position something so that there’s going to be a winner and a loser, very rarely have I seen that be to anybody’s benefit.

Content: Quotation | Author: Ginni Rometty | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Two major factors influence employee performance, Gallup has found: engagement and well-being. Gallup measures engagement for employees through the Q12 survey, which consists of 12 actionable items with proven links to performance outcomes. And with Healthways, we measure well-being through five elements that are crucial to a life well-lived.

Now, many organizations measure and evaluate their employees’ engagement, while others focus on improving their workers’ well-being. … [ Read more ]

Content: Article | Authors: Dan Witters, Jim Harter, Sangeeta Agrawal | Source: Gallup Management Journal | Subjects: Best Practices, Management, Organizational Behavior

There are three truths about revenue growth. It’s imperative. It’s perilous. And it’s possible regardless of your industry or starting point. Our latest research on growth confirms these truths. Ultimately, getting growth right entails making smart choices and investing time and money in them. We unearthed insights from successful growers that can help others choose their optimal growth path. Crucially, our analysis revealed that the … [ Read more ]

Content: Article | Authors: Asin Tavakoli, Holger Harreis, Kayvaun Rowshankish, Michael Bogobowicz | Source: Boston Consulting Group (BCG) | Subjects: Best Practices, Management, Strategy

Why do bonuses sometimes backfire? It’s because each incentive design choice both signals information about your own beliefs and intentions as an employer and shapes the signaling value of employee behavior within the organization. If you don’t think through these signals carefully, you may end up approving a bonus scheme with results that are the opposite of what you intend. This article offers a way … [ Read more ]

Content: Article | Authors: Dirk Sliwka, Timo Vogelsang | Source: Harvard Business Review | Subjects: Compensation, Human Resources, Management, Motivation, Organizational Behavior

Agile initiatives have proven highly effective in teaching teams how to build but not nearly as effective in teaching teams what to build.

Content: Quotation | Authors: Allison Bailey, Amanda Luther, Charles Gildehaus, David Allred, Sesh Iyer | Source: Boston Consulting Group (BCG) | Subjects: Innovation, Management

Key findings from Gallup’s major study of companies that have implemented strengths-based management practices.

Content: Article | Authors: Brandon Rigoni, Jim Asplund | Source: Gallup Management Journal | Subjects: Best Practices, Human Resources, Management, Organizational Behavior

For organizations to truly innovate and grow, leaders in every role and at every organizational level must be attuned to how they are creating new value while simultaneously protecting existing value. Just as a soccer coach must simultaneously pursue both scoring and defending, leaders must constantly focus their attention on opportunities to create value — through innovation, risk-taking, and experimentation — and to protect value … [ Read more ]

Content: Article | Authors: David A. Hofmann, John J. Sumanth | Source: Harvard Business Review | Subjects: Innovation, Management, Organizational Behavior

IESE Profs. Anneloes Raes and Mireia Las Heras consider the pros and cons of non-hierarchical companies.

Content: Article | Authors: Anneloes Raes, Mireia Las Heras | Source: IESE Insight | Subjects: Management, Organizational Behavior