Watch Out for These 3 Gender Biases in Performance Reviews

Three kinds of bias often creep into the performance-review process, in ways that disproportionately affect women, especially when they choose to take advantage of the flexibility offered by hybrid and remote work. These biases are experience bias, which leads reviewers to overvalue tasks that are easy to define; proximity bias, which leads them to think that people in their immediate orbit do the most important … [ Read more ]

Ximena Vengoechea

When things feel personal and when our ego is involved, it gets really hard to listen.

Deb Roy

When we talk about the format of storytelling, there’s the specific format of the medium—motion and sound, resolution, and aspect ratio—that create a channel within which you have to fit the story. And then there are the diffusion properties that affect where a story can go, how long it’s going to live on, and how it’s going to morph as it passes through the hands … [ Read more ]

Christopher Mims

I don’t know that algorithms are, themselves, the root of the problems that we have in our labor markets these days. But I do think that management by algorithm facilitates an additional level of remove between management and frontline workers. And whenever you have that, whether it’s a geographic or a communications remove, or in this case abstracting people away through software and scheduling algorithms, … [ Read more ]

Fear factor: Overcoming human barriers to innovation

Worries about failure, criticism, and career impact hold back many people from embracing innovation. Here’s how to create a culture that accounts for the human side of innovation.

How a “Pay-to-Quit” Strategy Can Reveal Your Most Motivated Employees

Companies often have a hard time determining how motivated or committed their employees are, because employees know it goes against their own interests to declare themselves unmotivated or uncommitted. The solution to this problem is for companies to put incentives in place that encourage employees to reveal how they actually feel. In this article, the author, a behavioral economist, describes an incentive plan that has … [ Read more ]

Jane Davis

Humans are so good at finding patterns, often to our own detriment. More often, we find patterns where we shouldn’t.

Kip Tindell

One of our foundation principles is that leadership and communication are the same thing. Communication is leadership.

Haruki Murakami

Always remember that to argue, and win, is to break down the reality of the person you are arguing against. It is painful to lose your reality, so be kind, even if you are right.

Michael Beer

Culture is how a group does the things it does. It changes because people start doing things differently or start doing different things. The causality doesn’t go the other way.

So, in a company, you first need to change how the company is organized, managed, and led in light of its strategic goals. The goals themselves may need to change. A new culture then emerges as … [ Read more ]

Jeanie Duck

When an organization embarks on a change of any magnitude, its leaders tend to think that they are facing a series of operational tasks that will, if executed successfully, result in a new state of being. They don’t realize that they will also have to face an onslaught of emotions and human dynamics. I have come to understand that emotions truly are data and have … [ Read more ]

An Innovation Culture That Gets Results

This article presents some practical guidelines for executives seeking to design a high-impact innovation culture. It also outlines four areas of focus that offer a clear path for change, drawing on examples from leading innovators.

Ron Carucci, Jarrod Shappell

If you want your values to really matter, you must root them in all organizational decisions. For a company’s values to feel integral to the lifeblood of the organization, they must be visibly central to how the organization competes.

Ron Carucci, Jarrod Shappell

Governance design — which defines who gets to make decisions and allocate resources — is often too complicated or unclear to be effective. For a strategy to be successful, those closest to the most relevant information, budgets, and problems are the best equipped to make decisions. When leaders have proximity to an issue but no authority, authority without the needed resources, or control of the … [ Read more ]

Ron Carucci, Jarrod Shappell

Know what your current organization is and isn’t capable of and what capabilities you need to achieve [a] newly articulated strategy. Unlike competencies, which belong to individuals, capabilities are organizational.

4 Types of Employee Complaints — and How to Respond

Complaining can have both positive and negative effects on organizational communication. Constructive complaining — or structured opportunities for employees to voice their concerns — offers valuable feedback to improve work processes, products, and services, and thus should be encouraged. Venting and chronic complaining have both advantages and disadvantages for the individual and the group and should be given the right space and time, rather than … [ Read more ]

Jerry Useem, Francis Fukuyama

If you can rely on people to do what they say they’re going to do—without costly coercive mechanisms to make them dependable—a lot of things become possible.

The algorithmic trade-off between accuracy and ethics

In The Ethical Algorithm, two University of Pennsylvania professors explain how social values such as fairness and privacy can be designed into machines.