In this article we take a Systems Thinking perspective to look at building high performing teams. This allows us to identify the common trap of applying symptomatic solutions instead of a fundamental one. It explains a common patterns I see of supposedly strong teams that are in fact very inward-looking.
In this article we explain why a sustainable competitive advantage no longer exists, and why organizations are not prepared to deal with today’s complexity that caused this. Moreover, we will provide guidance to the changes you needed to react adequately to the challenges you face to stay relevant as a company.
Most empowerment programs aren't empowerment at all if a manager gives up some authority only he can give. So let's start the other way around: Reverse delegation assumes an employees can take any decision except for what he doesn’t feel like and what has been set as constraints. So how do we do this?
Turn the ship around! is the amazing and inspiring true story of nuclear submarine commander David Marquet and his crew's journey to completely turn around the style of leadership on board of the Sante Fe. The change is from what he calls a leader-follower model to a leader-leader model.
Favi is a remarkable company: While most examples of companies with a human-first culture seem to be build from the ground up that way, are relatively recent, and come from a internet technology background, Favi was an old-school family owned brass foundry, founded in 1953, when Jean-Francois Zobrist took over as CEO in 1983. The way he became CEO was remarkable as well: the owner took Zobrist on a helicopter tour, landed near the plant, gathered the employees, and told them Zobrist was their new CEO, not in the last place to the surprise of Zobrist himself.
A quick search on LinkedIn on ‘chief happiness’ led to over 16.000 results. It seems...
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Turn the ship around! is the amazing and inspiring true story of nuclear submarine commander David Marquet and his crew’s journey to completely turn around the style of leadership on board of the Sante Fe. The change is from what he calls a leader-follower model to a leader-leader model.
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‘The truth about employee engagement’ is a fable on the causes and cures of job misery based on a foundation of three root causes: anonymity, irrelevance, and immeasurement. Lencioni guides us through the story of a retired CEO who struggles to translate the for him obvious ways to treat people into a usable model that allows him to replicate his way of working to any company.
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Short-term thinking dominates in management thinking. There is a serious danger of sensing changes too late if there is too much focus on the short term. This series of articles explores the danger of short-term thinking, covering several example patterns that could occur at your organization as well.
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Dank Pink’s bestseller Drive is as inspiring as it it is revealing. The book clearly demonstrates how extrinsic motivation of employees does not work the way most people still expect it works.
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Most empowerment programs aren’t empowerment at all if a manager gives up some authority only he can give. So let’s start the other way around: Reverse delegation assumes an employees can take any decision except for what he doesn’t feel like and what has been set as constraints. So how do we do this?
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