244 Posts found for Source: ChangeThis

HR has been trying to get the proverbial seat at the table for eons, and it doesn’t seem that there has been much progress and… there’s a credibility gap between HR and the ‘C’ suite that gets wider every day. The C-Suite still doesn’t see or value the role HR can and should play, because we are still mired in the morass of compliance and … [ Read more ]

Content: Article | Author: Carol E. M. Anderson | Source: ChangeThis | Subject: Human Resources

The state of workplaces, not just in the U.S. but all over the world, can only be described as dire. Whether you prefer Gallup’s data on employee engagement or the surveys on engagement or job satisfaction emanating from the various human resource consulting firms and the Conference Board, the picture that emerges is consistent: mostly disengaged, dissatisfied, disaffected employees. Moreover, there is no evidence that … [ Read more ]

Content: Article | Author: Jeffrey Pfeffer | Source: ChangeThis | Subjects: Leadership, Organizational Behavior

When individuals’ rankings of workplace motivators are compared to rankings of what their managers think motivates them, the results reflect how most individuals feel: managers simply do not know what moti- vates their people. Why the big disconnect?

One reason is that leaders depend on their observations of external behaviors and conditions to evaluate their employees’ motivation. Unfortunately, many leaders are not perceptive observers, nor … [ Read more ]

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subjects: Leadership, Management, Motivation, Organizational Behavior

It is true: business must make a profit to sustain itself. But it is an illogical leap to conclude that profit is therefore the purpose of business. You need air to live, plus water and food. But the purpose of your life is not to breathe, eat, and drink. Your purpose is richer and more profound than basic survival.

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subject: Mission

Power undermines people’s psychological needs. It’s not just your use of the power; it’s people’s perception that you have it and could use it. Your power demands that people need to exert more energy self-regulating to experience autonomy, relatedness, and competence.

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subjects: Leadership, Management, Organizational Behavior, Power / Authority

I was a longtime aficionado of SMART goal setting when the “M” stood for “Measurable.” However, over time, I found that a specific, measurable, attainable, relevant, and time-bound goal simply was not SMART enough. I changed the “M” to “Motivating” and moved measurable into the “S” (Specific). Adding another dimension to make my goals more emotionally compelling worked for me. It seemed to work for … [ Read more ]

Content: Quotation | Author: Susan Fowler | Source: ChangeThis | Subjects: Achievement, Goals, Measurement

Most businesses accept design as inherited. The business model, pricing, functions, sales pitch, deal structure—nearly everything—is treated as predefined by the existing models, costs, and pricing that already exist in the company and/or the industry. Idea generation is viewed as the creative part, and execution as standard. If a company has a design sensibility at all, it applies almost exclusively to the sensory elements we … [ Read more ]

Content: Quotation | Authors: John Sviokla, Mitch Cohen | Source: ChangeThis | Subjects: Design, Execution, Management

We cannot discount the daily demands of running a company, which traditional hierarchies and managerial processes can still do very well. What they do not do well is identify the most important hazards or opportunities early enough, formulate creative strategic initiatives nimbly enough, and (especially) execute those initiatives fast enough.

Content: Quotation | Author: John P. Kotter | Source: ChangeThis | Subject: Strategy

Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.

Content: Quotation | Author: Andrew S. Grove | Source: ChangeThis | Subjects: Crisis Management, Management

The antidote for too much knowledge is execution. Why? Execution helps to work through fear and build confidence. Knowledge will always give you enough reasons not to act. Execution is taking the next step in spite of that knowledge.

Content: Quotation | Author: Kevin Kelly | Source: ChangeThis | Subjects: Action, Confidence, Execution

There’s a reason it’s called ‘paying’ attention: it’s a substantial cost in terms of time and energy. But nothing fundamental has changed. Everyone is still amazed when you actually listen deeply to what they are saying, and respond to that rather than simply waiting them out so you can spew forth your own talking points.

Content: Quotation | Source: ChangeThis | Subjects: Attention, Communication

As a leader, you cannot motivate anyone. What you can do is cultivate a workplace where it is more likely for someone to experience optimal motivation.

Optimal motivation means having the positive energy, vitality, and sense of well-being required to sustain the pursuit and achievement of meaningful goals while flourishing. Optimal motivation is the result of satisfying three basic psychological needs that lie at the heart … [ Read more ]

Content: Article | Author: Susan Fowler | Source: ChangeThis | Subjects: Leadership, Management, Organizational Behavior

Social psychologists have determined that primitive humans, in their struggle for existence, developed the ability to judge other people almost instantly along two categories of perception, which are known as warmth and competence. In fact, all humans have a primal, unconscious ability to make these two crucial judgments with a high degree of speed and accuracy: What are the intentions of this person toward me? … [ Read more ]

Content: Quotation | Author: Chris Malone | Source: ChangeThis | Subjects: Organizational Behavior, Personality / Behavior

When we face a tough creative challenge, we always look to those with the most expertise. The truth is that some level of expertise matters, but the most creative solutions come from those on the fringes of the subject area, who know enough to understand but not enough to block their creative thinking. Research shows that, over the course of their careers, most individuals tend … [ Read more ]

Content: Quotation | Author: David Burkus | Source: ChangeThis | Subjects: Creativity, Expertise, Innovation, Organizational Behavior

When we’re stuck on a creative challenge, it can become easy to place blame on our constraints. If we had more resources or less specific requirements, then our creativity could really soar. The truth is that creativity is highest in a constrained environment. Researchers found that individuals are more creative after engaging in tasks laden with obstacles and roadblocks. That’s why many of the most … [ Read more ]

Content: Quotation | Author: David Burkus | Source: ChangeThis | Subjects: Creativity, Innovation, Organizational Behavior

Next time you find yourself in a crisis moment, ask this question: what is the best outcome from here? Firstly, those around you will likely go into shock. We are not used to hearing an intelligent, helpful question in a crisis situation. Once they get over their shock, it will work for three reasons: It assumes that there actually is an outcome; It focuses everybody … [ Read more ]

Content: Quotation | Author: Peter Fuda | Source: ChangeThis | Subjects: Crisis Management, Decision Making, Leadership

Contrary to popular opinion, hope is not an emotion; it is a process that anyone can master. The theory was first laid down by pioneering psychologist Charles R. Snyder. In short, hope equals goals, plus pathways to reach those goals, times a sense of agency (the belief that my effort makes a difference). So if you or your team are feeling anxious and fearful, first … [ Read more ]

Content: Quotation | Author: Peter Fuda | Source: ChangeThis | Subjects: Leadership, Management, Organizational Behavior

In the new world of deep interconnectivity, what we call the Social Age, leaders are confronted with challenges that constantly test ‘who they are’ while making each of these tests public with everyone able to comment. … Social Age leadership challenges … five areas of ‘who we are’ as leaders that most impact our leadership narrative. … There is no one right way to lead … [ Read more ]

Content: Article | Authors: Frank Guglielmo, Sudhanshu Palsule | Source: ChangeThis | Subjects: Career, Leadership, Personal Development

The Culture Map can help managers negotiate the complexity of cultural variation. It is made up of eight scales representing those behaviors where cultural gaps are most common. Through plotting out how two cultures fall on the 8 cultural dimensions, you can analyze the gaps and similarities and determine where the likely tensions and opportunities will arise with each collaboration.

Content: Article | Author: Erin Meyer | Source: ChangeThis | Subjects: International, Management, Organizational Behavior

What we need today is a powerful new element to address the challenges posed by mounting complexity and rapid change. The solution…is a second system that is organized as a network—more like a startup’s solar system than a mature organization’s Giza pyramid.

Content: Article | Author: John P. Kotter | Source: ChangeThis | Subjects: Management, Organizational Behavior