In political offices, work organizations, hobby groups (e.g., choirs, sports teams), and even religious settings, we often face the reality that our leader(s) may have personal qualities that we don’t admire. So how can we follow a leader we don’t necessarily “like”?
RBL Insights: Blog
As I reflect on preparing new CHROs, I wonder if we should also help them learn to accept being uncomfortable?
By definition, a cardinal rule is a rule on which all other rules hinge. It provides context and serves as a starting point. In our experience, the cardinal rule of all organization improvement work is, be clear about what you are optimizing.
In an effort to improve alignment and avoid the resulting frustration among HR and business functions, I would like to suggest two fundamental shifts in the way we look at value creation.
Time is both the same and different for everyone. While everyone has exactly the same number of seconds, minutes, and hours in a day, week, month, or year, each person defines and uses time differently.
Over the past weeks we’ve shared some insights on how to better manage the collaboration conundrum. Here are the survey results.
No question that in today’s changing business landscape, HR has the potential to respond to value-creating opportunities around talent, leadership, and organization, and to become pivotal for business success and employee well-being. But HR doesn’t always realize this potential.
My father was a mid-level government manager. I recall that when he would return from well-intended off-sites designed to shape the future, he would often be cynical about the erudite discussion that had little real impact. Gobbledygook, he would suggest.
Agility combines being able to change, learn continually, and act quickly and with flexibility for both organizations and individuals. In a world of unrelenting change, agility matters at four levels.
As illustrated in Part 1 of this article series, the conundrum with collaborations is the more we push for collaboration, the more we see wasted time and slower decision-making. Over time we have learned principles and lessons that help manage the conundrum and allow collaboration to be effective. We begin by making a few decisions, guided by simple principles, which help determine the optimal approach to use.