Working through layers can help today’s Covid-era organizations adapt to change resulting in less ghosting, more commitment.
Tag Archives: Change
Leadership Quality Wins: Moving Beyond 10,000 Hours
What wins the race? It is the leadership quality and finesse of multiple factors that wins, not the novice conceit of speed, or the number of hours of practice. From the book, “Inner Speed Secrets: Mental Strategies to Maximize Your Racing Performance,” by Ronn Langford and Ross Bentley share insights into the nuances that also applyContinue reading “Leadership Quality Wins: Moving Beyond 10,000 Hours”
5 Strategies to Lead Change Using Liberating Structures, DPPE
Featured: Five key concepts and supporting research and tools will help you lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders at the Russell Bedford International conference, yet applicable for any leader.
One Overlooked Element that Can Stop or Supercharge Any Project, DPPE
Leaders know that good data is essential to good decisions. But what data? Finding the right data, at the right time, from the right sources is critical. Data is the first of four elements from a simple acronym DPPE that stands for Data, Purpose, Plan, Evaluate. DPPE is an easy way to describe and categorize project phases asContinue reading “One Overlooked Element that Can Stop or Supercharge Any Project, DPPE”
Nonprofit Leader Partnerships: How to Achieve the Right Balance
Like a well-played symphony, when nonprofit leaders partner well with their board, staff and volunteers, magic happens. Though a board of directors or council holds ultimate legal and fiduciary responsibility, true success requires a solid partnership between the chief executive officer (or staff officer) (CEO / CSO) and chief elected officer, a board chair or council president.
Leaders Know Talent Wins: 4 Strategies to Ramp Up Retention
Successful organizations focus on people as well as profits, often built with talented staff that take action as co-owners of the business. Twenty-first century talent retention practices can build greater success in your organization. Here’s are 4 ways leaders can help this happen: 1) Check your “hire smart” bench strength & compensationNothing breeds success like talented staff and the abilityContinue reading “Leaders Know Talent Wins: 4 Strategies to Ramp Up Retention”
6 Steps Beyond Industrial Age Performance Appraisals
Let it go, let it go, let it go! Let go of performance appraisal practices and industrial age thinking. In our post 9-11, now Covid-era, no-such-thing as “New Normal” world, business models continue to evolve dramatically and surprise us. Yes, the old relic of performance appraisal from twentieth century business practices persists. For example, aContinue reading “6 Steps Beyond Industrial Age Performance Appraisals”
Think like an Entrepreneur: Be AntiFragile No Matter Where You Work
So many things can change quickly in the 21st century work world that it helps us to polish our natural abilities toward adaptive change. How can you FRAME an approach to entrepreneurial change that helps you adapt to a business climate that is always changing?
Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals
Entrenched habits tend to persist, mostly invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They challenge us to reexamine long-standing practices that no longer fit our current world and what’s on the horizon.
Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
“Our focus on removing or minimizing randomness has actually had the perverse effect of increasing fragility.” How can we work through this paradox in organizations? Assistant Professor Adam Grant’s recent works provides insights. As a follow-on exploring the concept of anti-fragile systems that I blogged about earlier, consider the power of Dr. Grant’s recent work on Givers,Continue reading “Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems”
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