Humility may be a virtue, but it’s also a competitive advantage.
According to research from the University of Washington Foster School of Business, humble people are more likely to be high performers in individual and team settings and they also tend to make the most effective leaders. Yet the attribute of humility seems to be neglected in leadership development programs and it’s often misunderstood.
The research team defined humility as a three-part personality trait consisting of an accurate view of the self, teachability, and appreciation of others’ strengths.
“Humble leaders foster learning-oriented teams and engage employees. They also optimize job satisfaction and employee retention,” says study co-author Michael Johnson. Read more…
There are several things that stall progress, but one that occurs a lot is the human tendency to avoid conflict.
It’s almost impossible for a team to make progress on something new, without raising, and working through at least some uncomfortable conflict.
If you are avoiding conflict, you are avoiding execution.
Many teams opt for a false sense of agreement and pleasant-ness instead, because it’s more comfortable. Read more…
Don’t get me started on forced ranking – lovingly referred to as “rank-and-yank” — the much maligned performance management system that forces managers to evaluate employees on a bell curve and then boot those at the bottom.
I don’t like it and never have. As I said last year, “it’s an arbitrary, formula-heavy performance system that’s obsessed with cutting people down instead of helping to build them up. Plus, it’s the brainchild of Jack Welch — and few executives today can execute it like Neutron Jack did.”
It’s on my radar this week because two big and notable companies — Microsoft and Yahoo — were in the news concerning their use of forced rankings. Read more…
“Learning is not a one-time experience but an ongoing process.”
This is one of the overarching ideas in a recent report written by Mollie Lombardi from the Aberdeen Group, which examines the business impact of organizations focus on learning programs.
The study is based on a collection of responses from 185 organizations and seeks to determine how organizations connect learning to business priorities, create development programs that impact every stage of the employee lifecycle, and utilize technology to support learning initiatives.
The study concludes that there is a definite correlation between organizational success and a high focus on learning initiatives. Read more…
Two major incidents in the last week made me think about the signs of a culture of fear since fear is the ultimate culture killer!
Ex-Rutgers basketball coach Mike Rice was interviewed by Good Morning America host Robin Roberts about the abusive behavior that led to his firing nearly seven months ago. He proclaimed “I’ve changed” as he showed remorse for his actions that included pushing players, throwing basketballs at their heads, screaming obscenities, and using anti-gay slurs.
Rutgers of course isn’t the only organization that’s been horrified by something in their culture. Read more…
Second of two parts
Editor’s note: If you missed Part 1, see Fast, Faster, Fastest: How Going Slow Simply Kills Organizations
Once you accept the premise that speed is an essential characteristic in business, it is only logical to begin assessing which elements of an organization need to move significantly faster and precisely how fast each one needs to be.
Organizations are complex, so they have many components and each one of those components must be designed and measured for speed. Read more…
First of two parts
You could accurately call me Dr. Speed because I love speed.
I don’t mean the speed associated with fast cars, but instead, organizational speed. I really admire large organizations that have a track record of doing everything really fast.
Organizational speed means that as a result of purposeful actions, the organization does all important things measurably faster than its competitors.
Many don’t realize it but one of the constants since the beginning of human life has been that everything that man has touched has continually gotten faster. Everything, including cars, airplanes and even Olympic athletes, get faster each and every year. And now organizations are also becoming part of this speed movement. Read more…
It was a simple list — a tribute to those who I adore because they helped me become the person I am today.
I thought about Kevin who honed my words early in my writing career. I thought about Al who shared life-lessons and wisdom. I thought about Kim who opened my creative mind.
But then, I thought about something else. All of these people were my mentors. And they weren’t the only people who had a positive influence on my work. Read more…
I came across this article from Pacific Standard magazine the other day and thought it was discussion worthy – and certainly a little controversial.
And, it is completely at odds with the principles of creating great workplaces from the Great Place to Work Institute (Editor’s note: China is the CEO of Great Place to Work).
The article discusses a recent study from South Korea published in The Leadership Quarterly, which concludes that a moderate amount of abusive supervision in the workplace prompts employees to be more creative than they would be in an environment with either extremely abusive supervision or extremely low levels of abusive supervision. Read more…
Sustainable high performance doesn’t happen by accident. It requires intentionality and adequate (or better) strategy, organization design, capabilities and execution.
And, like it or not, it takes solid performance management.
In fact, the need for effective performance management has never been greater because work is predominantly knowledge-based and done autonomously, even remotely. Sadly, in many organizations, performance management consists of little more than arbitrary performance ratings and (hopefully) face-to-face discussion between managers and employees. Read more…