4757 Posts Found

Extroverts are more likely to express their passion outwardly, giving them a leg up when it comes to raises and promotions, according to research by Jon Jachimowicz. Introverts are just as motivated and excited about their work, but show it differently. How can managers challenge their assumptions?

Content: Article | Authors: Ben Rand, Jon Jachimowicz | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

What I’ve found is that it’s not necessarily the way you ask for feedback that matters. It’s how you show up when you receive that feedback that increases your chances of getting high-quality insights.

Content: Quotation | Author: Nate Stewart | Source: First Round Review | Subjects: Management, Organizational Behavior

Is tech accelerating your business operations—or getting in the way? To get lasting value from their tech investments, business leaders need a renewed understanding of operational excellence.

Content: Article | Authors: Erik Schaefer, Ian Colotla, Joris Wijpkema, Richard Sellschop, Ted Iverson, William Fookes | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Operations

No one is hired to win a popularity contest—you’re hired to get things done. You’re hired to make things happen, so when you show up to lead a group of people, those people want many things from you. What they don’t necessarily want from you is your authentic self.

What they need from you is inspiration. They need energy, even if you’re not feeling energetic that … [ Read more ]

Content: Quotation | Author: Jeffrey Pfeffer | Source: McKinsey Quarterly | Subjects: Leadership, Management, Organizational Behavior, Personal Development

Skilled middle managers foster collaboration, inspire employees, and link important functions at companies. An analysis of more than 35 million job postings by Letian Zhang paints a counterintuitive picture of today’s midlevel manager. Could these roles provide an innovation edge?

Content: Article | Authors: Ben Rand, Letian Zhang | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior

It’s hard for companies to significantly beat long-term market TSR, harder still for the largest corporations, and hardest of all in the face of low growth. But industry endowment needn’t be destiny.

Content: Article | Authors: Pedro Catarino, Rosen Kotsev, Tim Koller, Zane Williams | Source: McKinsey Quarterly | Subjects: Best Practices, Management, Strategy

Too much performance feedback is of the “do good and avoid evil” variety. That may sound harmless, but overly general feedback increases feelings of defensiveness, rather than openness to behavior change, because it involves broad judgments and invites counterpunching rather than discussion.

Content: Quotation | Author: Frank V. Cespedes | Source: Harvard Business Review | Subjects: Communication, Management, Organizational Behavior

Effective reviews require a judgment about causes of a person’s performance. For example, are performance issues the consequence of deficiencies in motivation or ability? Some people may work hard, but lack certain capabilities: Can training and coaching enhance those capabilities? Others may have the abilities but lack motivation: Can different incentives or processes increase motivation? Still others may seemingly lack both motivation and relevant ability: … [ Read more ]

Content: Quotation | Author: Frank V. Cespedes | Source: Harvard Business Review | Subject: Management

For interpersonal [feedback], I’m a big fan of a simple formula: “When you A, I feel B, because C, and what I’d really like is D.” Specific behavior, specific emotion, specific cognition, specific alternative behavior.  And I think a variant can be used for delivering performance feedback as well: “When you A, it causes B, because C. One thing to try could be D.” Specific … [ Read more ]

Content: Quotation | Author: Matt Wallaert | Source: First Round Review | Subjects: Communication, Management, Organizational Behavior

Some people say, “Strategy is important, but it’s really about execution.” That’s silly. That’s like saying, “We have a military strategy, but our soldiers are too fat to walk.” Execution is part of strategy, of course. Strategy is about what is important and the challenges you face. If one of these challenges is that the organization is dysfunctional, then that’s strategic. If your managers are … [ Read more ]

Content: Quotation | Author: Richard Rumelt | Source: McKinsey Quarterly | Subjects: Execution, Management, Strategy

Employees who are disciplined about setting daily goals not only accomplish more but also feel better about their work. Here are three ways that managers can make daily goal-setting a habit.

Content: Article | Author: Nele Van Buggenhout | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior, Personal Development, Training & Development

Show people what they are losing by not doing something, and help them realize that even if the moment-to-moment costs are harder to create change, even over a short period of time, the cost of inaction is higher than the cost of action.

Content: Quotation | Author: Jonah Berger | Source: First Round Review | Subjects: Change Management, Management, Organizational Behavior

The strategy, purpose, and values discussions—what Kevin Sharer, the former CEO of Amgen, calls a company’s “social architecture”—have often felt like separate exercises, but they now need to work in concert. “If you don’t have a social architecture that’s solid, well-accepted, and can be operationalized against the most important decisions you make, that’s leadership’s fault,” said Sharer.

Content: Quotation | Authors: Adam Bryant, Kevin Sharer | Source: strategy+business | Subjects: Decision Making, Goals, Leadership, Management, Organizational Behavior, Strategy, Values

The author analyzed project teams across 257 firms to identify why only 60% of planned value is typically realized in change initiatives, focusing on four key factors: effective initial communication (“ACE the Memo”), ensuring resource accessibility and autonomy (“Master the Means”), employing mechanisms to align actions with goals (“Amplify with Mechanisms”), and account for the needs of each implementation stage (“Measure to Account”).

Content: Article | Author: Tom Hunsaker | Source: Harvard Business Review | Subjects: Change Management, Management

Ask the question: Which quarterly goal does that workstream support? If you keep finding that the work that you’re doing isn’t reflected in the quarterly goals, it’s time to rethink how you’re approaching those OKRs, or get them right the next time.

Content: Quotation | Author: Russ Laraway | Source: First Round Review | Subjects: Career, Management, Personal Development

There’s no problem with tackling low-hanging fruit. Eventually, you have to. But you better make sure that you solve for the bottleneck first — because every bit of low-hanging fruit you tackle creates an illusion of progress and sunk cost problems.

Content: Quotation | Author: Annie Duke | Source: First Round Review | Subjects: Management, Project Management

Lecturer Matt Abrahams shares what it takes to be a more confident, connected, and clear facilitator.

Content: Multimedia Content | Author: Matt Abrahams | Source: Stanford University | Subjects: Communication, Management, Organizational Behavior, Personal Development

We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.

Content: Quotation | Author: Russell L. Ackoff | Subjects: Management, Personal Development, Success / Failure

It has been proven time and again that single organizations cannot really maintain a focus on being extremely cost efficient, innovative, and customer centric simultaneously. Acknowledging this implies organizing in teams that are small enough to have a single core objective, which defines their culture and ways of working. 

It’s important to distinguish between:

• Delivery teams. These manage specific assets and resources via focused organizational and leadership

… [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subjects: Management, Organizational Behavior

Ronald Coase theorized that as transaction costs come down, so does the need for companies to keep all parts of their value chains in-house. Time has proven Coase right several times over: every company today not only outsources, insources, partners, platforms, co-brands, co-develops, co-innovates, and licenses like there is no tomorrow, every technology company and start-up aspires to provide its offerings on-demand or as-a-service.

As a result, … [ Read more ]

Content: Quotation | Authors: Gillis Jonk, Johan C. Aurik | Source: Kearney | Subjects: Management, Organizational Behavior