3605 Posts Found

The best cultural lists are the behaviors you want to cultivate. The problem with values like respect and courage is that everybody interprets them differently. They’re too ambiguous and open to interpretation. Instead of uniting us, they can create friction.

Content: Quotation | Author: Michel Feaster | Source: The New York Times | Subjects: Culture, Management, Organizational Behavior

No matter what people say about culture, it’s all tied to who gets promoted, who gets raises and who gets fired. You can have your stated culture, but the real culture is defined by compensation, promotions and terminations. Basically, people seeing who succeeds and fails in the company defines culture. The people who succeed become role models for what’s valued in the organization, and that … [ Read more ]

Content: Quotation | Author: Tae Hea Nahm | Source: The New York Times | Subjects: Culture, Human Resources, Management, Organizational Behavior

Check in with new managers, too, and make it known that there’s an off ramp if they need it. Even people who thought they wanted the role may ultimately find that it’s making them miserable. Create check-ins along the way, say every six months. “Are you still happy? Do you want to take on more? Do you want to go back to being an individual … [ Read more ]

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

Effective executives do not make a great many decisions. They concentrate on what is important. They try to make the few important decisions on the highest level of conceptual understanding. They try to find the constants in a situation, to think through what is strategic and generic rather than to “solve problems.” They are, therefore, not overly impressed by speed in decision making; rather, they … [ Read more ]

Content: Article | Author: Peter F. Drucker | Source: Harvard Business Review | Subjects: Decision Making, Management

When you find yourself saying things like “I wish my people took more ownership,” “I wish we operated more like a startup,” or “I wish we were more nimble,” remember that most organizations have created so much emphasis on tactical performance that their people cannot adapt. Maintaining great performance over the long term will require organizations to also emphasize adaptive performance.

Content: Quotation | Author: Lindsay McGregor | Source: Harvard Business Review | Subjects: Management, Organizational Behavior

Large organizations have many different heartbeats, and change managers need to listen to them all.

Content: Article | Author: Quy Huy | Source: INSEAD Knowledge | Subjects: Change Management, Management, Organizational Behavior

Experts have opined for decades on the reasons behind the spectacular failure rates of strategy execution. In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution. There are many explanations for this abysmal failure rate, but a 10-year longitudinal study on executive leadership conducted by my firm showed one clear reason. A full 61% of executives told us they were … [ Read more ]

Content: Article | Author: Ron Carucci | Source: Harvard Business Review | Subjects: Management, Organizational Behavior, Strategy

Women rarely do something unless they feel 100% certain they can, and men only have to feel like they’re 60% certain. But if a woman and a man go and take the same exam, women will do just as well or better. As women, it’s easy to opt out of things that make us nervous, but we should develop a mind-set of, “I’m going to … [ Read more ]

Content: Quotation | Author: Allison Kluger | Source: Stanford University | Subjects: Organizational Behavior, Women in Business

Stop telling people to give feedback as a practice, and instead, encourage their employees to learn to ask for feedback. When a person asks for feedback, he or she is much less anxious about receiving it, and the giver feels less anxious too. If employees are encouraged and trained to ask for feedback regularly, they will get it when they need it, and they will … [ Read more ]

Content: Quotation | Authors: Beth Jones, David Rock | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior, Personal Development

Given how important mentoring is, there’s surprisingly limited guidance about how to become a good mentor. We offer here an informal set of guidelines for good mentorship — a playbook, if you will, for a game that is very much a team sport. While we draw many of our examples from academic medicine, the lessons are pertinent across disciplines.

Content: Article | Authors: Sanjay Saint, Vineet Chopra | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

The clearest indicator of the values driving a company — your own or one you’re considering joining — is already in motion from the start, in one of the last places you’re probably looking: compensation.

Content: Quotation | Author: Bethanye McKinney Blount | Source: First Round Review | Subjects: Culture, Entrepreneurship, Human Resources

In various contexts, such as entrepreneurship and hiring, people often exhibit a preference for men over women when information about an individual’s quality (for example, their expected performance) is unavailable or unclear. Even when performance information is available, lab-based research has shown that women still tend to be disadvantaged, compared with men of equal quality. This double standard means women must outperform men to be … [ Read more ]

Content: Article | Author: Tristan L. Botelho | Source: Harvard Business Review | Subject: Women in Business

Enterprise Social Software (ESS)-enabled communities can contribute significantly to decision making, but how well they contribute depends on the type of decision being made and the role given to ESS. Deploying online communities to democratize decision making is very conducive to enhancing operational and tactical decisions in terms of identifying and including the “right” stakeholders and decision makers impacting work practices, as well as gaining … [ Read more ]

Content: Article | Authors: Chris Vialle, Eoin Whelan, Rick Aalbers, Salvatore Parise | Source: Ivey Business Journal | Subjects: IT / Technology / E-Business, Management, Organizational Behavior

By measuring the day-to-day interactions between employees, organizations can map how information gets shared and actually make work, and their businesses, better.

Content: Article | Author: Ben Waber | Source: re:Work | Subjects: Human Resources, Organizational Behavior

Principles, unlike rules, give people something unshakable to hold onto yet also the freedom to take independent decisions and actions to move toward a shared objective. Principles are directional, whereas rules are directive.

Content: Quotation | Author: Eric McNulty | Source: strategy+business | Subjects: Leadership, Management, Organizational Behavior

Gender equality remains frustratingly elusive. Women are underrepresented in the C-suite, receive lower salaries, and are less likely to receive a critical first promotion to manager than men. Numerous causes have been suggested, but one argument that persists points to differences in men and women’s behavior.

Which raises the question: Do women and men act all that differently? We realized that there’s little to no concrete … [ Read more ]

Content: Article | Authors: Ben Waber, Laura Freeman, Stephen Turban | Source: Harvard Business Review | Subject: Women in Business

Trust is seen by many managers as one of those soft issues best discussed in a sensitivity seminar. However, science clearly shows that a culture of trust stimulates productivity and innovation while also improving employee health and happiness. And after a decade of experiments, science also shows us how to build trust.

This article looks inside our heads to explain why trust is an effective means … [ Read more ]

Content: Article | Author: Paul J. Zak | Source: Ivey Business Journal | Subjects: Management, Organizational Behavior, Trust

For most people, being intelligent is perceived as having a lot of useful (and sometimes non-useful) knowledge and skills, and being able to apply such knowledge and skills.

That’s not wrong, mind you. In fact, it is one of the several accurate definitions of intelligence circulating today. Where it goes wrong in actual application is how people believe that being knowledgeable and skilled at general and … [ Read more ]

Content: Article | Author: Martin Luenendonk | Source: Cleverism | Subjects: Career, Organizational Behavior, Personal Development

Typically, contracts contain both “control” and “coordination” clauses. Control clauses tell you what you can and can’t do at work, while coordination clauses help you align expectations. In other words, coordination clauses let workers know what employers want, while control clauses tell them how to do it and, quite often, what not to do. […] The key, is to remember that greater specificity can be … [ Read more ]

Content: Quotation | Authors: Ian Chipman, Nir Halevy | Source: Stanford University | Subjects: Human Resources, Management, Organizational Behavior

Organizations are spending millions of dollars and thousands of hours on performance management. Yet too few leaders are confident that their approaches are supporting the workforce of the future or improving the performance of the business itself.

It is time to revitalize performance management: To become more aware of the diversity of different segments of the workforce, to become open and more transparent, to foster real-time … [ Read more ]

Content: Article | Authors: Catherine Farley, Deborah Brecher, Johan Eerenstein, Tim Good | Source: Accenture | Subjects: Human Resources, Management, Organizational Behavior