We know from research (and common sense) that people who understand and manage their own and others’ emotions make better leaders. They are able to deal with stress, overcome obstacles, and inspire others to work toward collective goals. They manage conflict with less fallout and build stronger teams. And they are generally happier at work,
Have you ever attended a meeting that wasn’t the meeting? Everyone was pleasant and agreeable in the room, but then filed off to engage in back-channel conversations and hold kangaroo courts. This kind of charade is one of the many symptoms of a “nice” culture. But what’s touted as niceness is often nothing more than
The pandemic exposed how organizations handle a major disruption. All struggled to some extent, but it’s worth asking: Why can some companies quickly adapt and accelerate new initiatives during times of change, and others barely get by? Today, “resiliency” is a common answer. Too often, this means returning to practices that executive teams suspended or
“Flexibility might be great in theory, but it just doesn’t work for us.” We have literally heard this statement hundreds of times over the years. It doesn’t matter what industry we’re talking about — whether it’s tech, government, finance, healthcare, or small business, we’ve heard it. There’s always someone who works from the premise that
As a challenging year winds down, companies are sifting through what worked and what didn’t as they prepare to reboot for 2021 after dealing with the many difficulties brought on by the pandemic. And if a business is planning significant changes in its operations in the New Year, the leadership team’s empathy for the workforce
Now that 2020 has drawn to a close, we take our annual look at some of the trends we see shaping Change Management in the coming year. Last year was one of the most challenging years in recent memory for the majority of people. Both socially and from a work perspective. So how does that
There seems to be limited interest in middle management or the managers that occupy such positions among those who study management today. Go to Amazon or Google, for example, and check out the number of recent books on the subject. Good luck finding one. As one author of a book titled Middle Management 101 puts
Five years ago, almost any chief information officer (CIO) or chief information security officer (CISO) would have dismissed the idea of tolerating any risky data activity. Today, risky data activity is no longer the outlier; it’s the norm. Over the past few years, many executive leaders have embraced digital transformation to accelerate growth, foster innovation,
Almost anyone can muster enough gumption for a short burst of high-energy effort. Maybe it’s making a shining impression your first few weeks on a job, hitting the gym with fervor at the start of January, or spending a weekend on a remodeling project exhibiting all the peppiness of an HGTV star. But what about
The pandemic exposed how organizations handle a major disruption. All struggled to some extent, but it’s worth asking: Why can some companies quickly adapt and accelerate new initiatives during times of change, and others barely get by? Today, “resiliency” is a common answer. Too often, this means returning to practices that executive teams suspended or