Data From 3.5 Million Employees Shows How Innovation Really Works
October 13 | Paul Brook | Comments (0)
Sales and marketing were once disciplines ruled by emotions. But somewhere along the way, we recognized that they were based on definable pipelines and applied technology to manage those pipelines. Today you can put a corporate dashboard in place to manage them and tweak the settings to try to boost your results. What if we applied the same thinking to innovation?
Research: Shifting the Power Balance with an Abusive Boss
October 13 | Hui Liao | Comments (0)
When confronting an abusive supervisor, employees often assume they have two choices: confrontation or avoidance. But our research, forthcoming in the Academy of Management Journal, suggests a third option: Targets of abuse can flip the script, shifting the balance of power in their favor when bosses make life miserable. As subordinates gain leverage over time, they can strategically influence supervisors to stop abuse and even motivate them to mend strained relationships.
4 Ways Leaders Can Get More from Their Company’s Innovation Efforts
October 13 | Greg Satell , Speaker, Consultant, and Blogger, Digital Tonto blog | Comments (0)
A recent McKinsey report found that while 84% of corporate executives think innovation is key to achieving growth objectives, only 6% are satisfied with the innovation performance of their firm. That’s quite a mismatch. It’s hard to imagine that a success rate that low would be tolerated in any other business function.
Radical Transparency Can Reduce Bias — but Only If It’s Done Right
October 13 | Francesca Gino, Associate Professor, Business Administration, Harvard Business School | Comments (0)
Bridgewater Associates, which was founded by Ray Dalio in 1975, is the largest hedge fund in the world, managing almost $160 billion. Its size and success are not the only interesting thing about the company. Another is Dalio’s philosophy of “radical transparency,” a topic he discusses in his new book, Principles. He brought the idea into the company in 1993, after three of his top confidants told him in a memo that he was hurting the firm by being too honest.
To Be a Great Leader, You Have to Learn How to Delegate Well
October 13 | Jesse Sostrin | Comments (0)
One of the most difficult transitions for leaders to make is the shift from doing to leading. As a new manager you can get away with holding on to work. Peers and bosses may even admire your willingness to keep “rolling up your sleeves” to execute tactical assignments. But as your responsibilities become more complex, the difference between an effective leader and a super-sized individual contributor with a leader’s title is painfully evident.
There Are Two Types of Performance — but Most Organizations Only Focus on One
October 13 | Neel Doshi | Comments (0)
Our research into over 20,000 workers of all skill levels across U.S. industries, and a review of hundreds of academic studies on the psychology of human performance, shows that most leaders and organizations tend to focus on just one type of performance. But there are two types that are important for success.
Using Creative Thinking to Overcome the OE Talent Shortage
October 10 | Reed Deshler, Principal, AlignOrg Solutions | Comments (0)
More and more organizations over the past few decades have begun to implement Organization Effectiveness (OE) practices and methodologies to optimize change management, restructuring, and optimal performance of the business. To facilitate this process, many have developed OE groups and capabilities within the organization. These groups and their capabilities vary from organization to organization.