3590 Posts Found

The many interactions you have during your day, whether planned or unplanned, have the potential to become a high point or a low point in someone’s day. Each of these small moments is an opportunity to clarify the agenda and to influence the course of events. Each interaction is a chance to transform an ordinary moment into a TouchPoint.

The secret to mastering the … [ Read more ]

Content: Quotation | Authors: Douglas Conant, Mette Norgaard | Source: ChangeThis | Subjects: Communication, Leadership

You need a certain amount of discord in your meetings. If you just have discord, well, then you have a university, right? So what you want to do is you need a deadline. So discord plus deadline. Who enforces the deadline? Me. That’s my job. Or whoever is running the meeting. So if you have discord and deadline, then you’re likely to produce a consensus. … [ Read more ]

Content: Quotation | Author: Eric Schmidt | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Productivity / Work Tips

Good stories have three components: a strong beginning, a strong end, and a point of tension. Most people confuse stories with situations. They’ll tell about a situation: X happened, Y happened, Z happened. But a good story takes Y, the middle part of the story, and creates tension or conflict where the reader or the audience is drawn into the story, what’s going to happen … [ Read more ]

Content: Quotation | Author: Jennifer Aaker | Source: McKinsey Quarterly | Subject: Storytelling

There are at least four important stories that all companies should have in their portfolio. The first is the “who am I?” story—you know, how did we get started? The second is the “vision” story, the “where are we going in the future?” This may or may not be connected to the “who are we?” story. A third is the “apology and recovery” story. In … [ Read more ]

Content: Quotation | Author: Jennifer Aaker | Source: McKinsey Quarterly | Subject: Storytelling

There is a direct, and measurable, relationship between employee engagement and a company’s success. Want to increase your earnings per share by almost 30%? Get your employees involved.

Content: Article | Author: Eric Mosley | Source: Chief Executive | Subject: Organizational Behavior

Let’s begin with what you already know, at least intuitively: Employee engagement is good for your company.

Now let’s turn to what you may not know about employee engagement: everything else.

Content: Article | Author: Richard H. Axelrod | Source: The Conference Board Review | Subjects: Human Resources, Management, Organizational Behavior

There are universal developmental issues and milestones in the construction of all people, which like gravity, must be obeyed. They are like the laws of physics, non-negotiable. Break these laws and dysfunction occurs. But, obey these laws and people thrive. They will be what we call “healthy.”

Content: Article | Author: Henry Cloud | Source: ChangeThis | Subject: Organizational Behavior

Experts say stock options are lousy incentive mechanisms for motivating rank-and-file employees to work hard. Why then do large companies continue to use stock options as incentives when they have no direct incentive effects? Paul Oyer, an assistant professor of economics who has studied stock options extensively and specializes in a growing area of HR management known as personnel economics, has tackled this question in … [ Read more ]

Content: Article | Author: Paul Oyer | Source: Stanford University | Subjects: Human Resources, Organizational Behavior

In this issue of the American Management Association’s MWorld’s Leader’s Edge Scott D. Anthony provides pointers for executives seeking to identify the hidden innovators within their companies and tips for how to develop the next generation of innovation talent.

Content: Article | Author: Scott D. Anthony | Sources: American Management Association (AMA), Innosight | Subjects: Human Resources, Innovation, Management, Organizational Behavior

Wharton management professor Ethan Mollick has a message for knowledge-based companies: Pay closer attention to your middle managers because they may have a greater impact on company performance than almost any other part of the organization. Mollick’s research, based on an in-depth analysis of the computer game industry, is presented in a new paper titled, “People and Process: Suits and Innovators: Individuals and Firm Performance.” … [ Read more ]

Content: Article | Author: Ethan Mollick | Source: Knowledge@Wharton | Subject: Organizational Behavior

When companies reorganize, few get all the benefits they want in the planned time. Executives at organizations that succeeded point to some key tactics for implementation.

Content: Article | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

The article details the latest insights on what changes organizations can take to have the greatest impact on executing their strategies to achieve results. The HBR article demonstrates the importance of decision rights and information flow in driving effectiveness and how enterprises succeed or fail at execution depending on whether they focus on these power drivers or, instead, focus solely on “structural reorganization.”

Content: Article | Authors: Elizabeth Powers, Gary L. Neilson, Karla Martin | Source: Harvard Business Review | Subjects: Organizational Behavior, Strategy

Passive retaliation against bad management finds its fans in the workplace.

Content: Article | Source: strategy+business | Subject: Organizational Behavior

The twin sister to autonomy and freedom is responsibility and accountability. You cannot have one with out the other. If someone is given an area of responsibility, not only must they be set free to do it, they must also be held accountable for what they do. Accountability clarifies freedom. In the teams and companies where you see boundary confusion, power struggles, control, over-reaching of … [ Read more ]

Content: Quotation | Author: Henry Cloud | Source: ChangeThis | Subjects: Accountability, Organizational Behavior

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How do you oil the wheels to make change continuous? The key is managing interdependencies that allow a required level of flex. One of the facilitating factors is understanding what it is that contributes to those flows of information; what is it that maintains that business process and the integrity of that business process? And if we look at the input to output to value … [ Read more ]

Content: Article | Author: Heather Stebbings | Source: think Cranfield | Subjects: Change Management, Management, Organizational Behavior

Before a company can become the next Apple or Google it must understand its own innovation architecture.

Content: Article | Authors: George Pohle, Stephen Wunker | Source: Forbes | Subjects: Innovation, Organizational Behavior

Why do companies mistakenly believe the path to success lies in emulating venture capitalists?

Content: Article | Author: Michael E. Raynor | Source: The Conference Board Review | Subjects: Management, Organizational Behavior

Start using it instead — to reinforce and build the new behaviors that will give you the high-performance company you want.

Content: Article | Authors: Ashley Harshak, Jon R. Katzenbach | Source: strategy+business | Subjects: Change Management, Management, Organizational Behavior

Companies have to treat different types of innovation opportunities differently. Companies routinely organize differently to solve fundamentally different problems, yet the area of growth is all too often lumped into one managerial process, governed by one set of metrics. An incremental improvement in an existing market has to be measured, monitored, and managed differently than a completely new strategy that might go into a … [ Read more ]

Content: Quotation | Authors: Joe Sinfield, Mark Johnson, Scott D. Anthony | Source: Innosight | Subjects: Innovation, Management, Organizational Behavior