Whether you call it the new normal or the most tumultuous time in modern history, 2020 has brought workplace challenges like never before. Organizations are grappling with increased stress and anxiety in the workforce, remote work and new expectations to “work from anywhere,” as well as a racial reckoning which is leading to necessary conversations that have been repressed for far too long. In parts of the country, people are suffering losses caused by wildfires and the need to stay indoors as cities like Seattle and Portland experience the worst air quality in the world. Click here for the full article by Mikaela Kiner
Archive for "Leadership"
Storytelling Can Make or Break Your Leadership by Jeff Gothelf High Performance Teams • Leadership
“It’s a new goal-setting framework.” That was one of my large enterprise clients’ attempt at an inspirational rallying cry for their rollout of Objectives and Key Results, or OKRs. As you might expect, it wasn’t met with much enthusiasm: “Why do we need a new goal-setting system?” managers and employees protested. “What will this mean for my evaluation? Am I still on track for that promotion?” Click here for the full article by Jeff Gothelf
How mentoring improves the leadership skills of those doing the mentoring by Mostafa Ayoobzadeh, Kathleen Boies Execution • Leadership
In a mentoring relationship, a more experienced person (or mentor) provides a less experienced person (or protégé) with information, support and friendship.
Mentoring can happen in almost any context, including workplaces and universities. We often assume that, in mentoring relationships, protégés are those who benefit the most. As such, the majority of mentoring research has focused on the benefits to people who are at the receiving end of mentoring support. Click here for the full article written by Mostafa Ayoobzadeh, Kathleen Boies
Today’s Leaders Need Vulnerability, Not Bravado by Amy C. Edmondson and Tomas Chamorro-Premuzic Accountability • Generations • Leadership
Few myths are as pervasive as the notion that leaders ought to appear tough and confident. Or at least, that was the case prior to the current pandemic, which has exposed the many weaknesses of forceful, dominant leaders and highlighted the superiority of those who have the courage to reveal their vulnerabilities. Click here for the full article by Amy C. Edmondson and Tomas Chamorro-Premuzic
U.S. suffered $16 trillion loss over 20 years due to racism new Citigroup study finds By David Brancaccio, Nova Safo, and Alex Schroeder Generations • Leadership
It’s a colossal number: $16 trillion. That’s the economic loss suffered over 20 years due to racism in America, according to a new study by the big bank Citigroup.
The study offers policies to add $5 trillion in extra economic activity over the next five years. Marketplace’s Nova Safo looked into the study. The following is an excerpt of his conversation with “Marketplace Morning Report” host David Brancaccio.
David Brancaccio: How’d Citigroup get $16 trillion?
Nova Safo: The study divides this into several areas where it points out pervasive discrimination against Black Americans, such as homeownership and lower wages compared to white workers. Click here for the full article by David Brancaccio, Nova Safo, and Alex Schroeder
Companies should build a culture of collaboration to address coronavirus challenges by Steve Salisbury Generations • Leadership
BUILD Inc., a Chicago youth development organization, was prepared to address Covid-19 because it had invested in culture.
Two and a half years ago, the leadership team at BUILD (Broader Urban Involvement & Leadership Development) started an effort to improve its culture. This included several elements such as:
- Creating a plan to deliberately focus on activities to work more effectively across the organization.
- Understanding and developing team behaviors that encouraged collaboration and reduced the impact of cross-functional dysfunction.
- Building an executive team structure to distribute decision making and give all levels of leadership a voice in change. Click here for the full article by Steve Salisbury
Coaching Your Team Through Uncertain Times by Francesca Gino and Dan Cable High Performance Teams • Leadership
As they try to ride out the coronavirus pandemic, people are stressed and scared — nervous about others’ and their own health and the state of the world. For those lucky enough to be healthy and working from home in quarantine, their jobs can seem trivial and irritating. Separated physically from their colleagues, customers, and normal workplace, they find themselves alone with their computers, sporadically touching base remotely with those they used to see regularly. Many feel lost. Leaders of organizations can help their people get through these trying times by coaching them as they reevaluate their lives and rethink what they add to the world. Here’s how. Click here for the full article by Francesca Gino and Dan Cable.
Don’t Let Teamwork Get in the Way of Agility by Elaine Pulakos and Robert B. (Rob) Kaiser High Performance Teams • Leadership
Effective teamwork has never been more important than it is today, as organizations face an exceedingly volatile economy with significant business threats. Prevailing wisdom would have us use teamwork as much as possible to face these challenges head-on. The theory is that working in teams — especially those with different skillsets and backgrounds — sparks innovation, enables agility, and leads to better outcomes. However, our recent research suggests that maximizing teamwork often fails to yield the results we expect; in fact, in some cases, it undermines them. Click here for the full article by Elaine Pulakos and Robert B. (Rob) Kaiser.
This Expert Boosts Organizational Health By Coaching High-Performing Teams By Mike Meagher Accountability • High Performance Teams • Leadership
Even before the COVID-19 pandemic, organizations struggled to keep pace with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. As technology and culture rapidly iterate, businesses and organizations must either meet the ensuing new demands or fade into the background. Today’s organizations must optimize performance through high-performing teams.
Globalization means maximizing team performance is becoming more important than maximizing individual employee performance. Today, the whole is truly more valuable than the sum of its parts. According to data collected by the Harvard Business Review, workplace collaboration has increased by at least 50% over the past two decades, while over 75% of an average employee’s day involves communicating with colleagues. Click here for the full article.
Are You Building High-Performing Teams? by Jim Morgan Accountability • Generations • Leadership
It is important to work hard at building a high-performance team. Not only does it lead to better performance outcomes, but it is also a tremendous personal experience. Why in the world would you not want to be part of something so great? And why would you not want to experience it with others? A desire, and ideally, ability, to develop high-performance teams is a powerful recruitment and retention tool. Pay, benefits, and personal growth opportunities have to be competitive, but all else being equal, most people will choose to be part of a high-performance team. Click here for the full article by Jim Morgan.