Topic: teams-high-impact
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Blank checks: Unleashing the potential of people and businesses
Tuesday, August 7, 2012 · Topics: employee-engagement, teams-high-impact
From strategy+business: Managers are taught to work with limited resources, but what if those limitations were removed? An unusual management technique inspires business teams to envision — and achieve — breakthrough results. · Go to Blank checks: Unleashing the potential of people and businesses →
Meetings are a skill you can master, and Steve Jobs taught me how
Wednesday, June 6, 2012 · Topics: advertising, apple, meeting-design, simplicity, teams-high-impact
From Ken Segall in Fast Company: More brains don’t necessarily lead to better ideas. When it came to leading meetings, Jobs had no qualms about tossing the least necessary person out of the room. · Go to Meetings are a skill you can master, and Steve Jobs taught me how →
Why your company needs a Chief Collaboration Officer
Thursday, May 17, 2012 · Topics: collaboration, teams-high-impact
From FastCompany: Collaboration. Everyone talks about it, but only a few know how to do it well. Here’s Motley Fool’s chief collaboration officer on best practices for working together better. · Go to Why your company needs a Chief Collaboration Officer →
5 ways process is killing your productivity
Tuesday, May 15, 2012 · Topics: teams-high-impact
From Fast Company: If your team spends its days asking for permission before executing, taking an hour to complete expense reports or time sheets, attending redundant meetings, or answering irrelevant emails, you’ve got a problem. · Go to 5 ways process is killing your productivity →
Marvin Weisbord: Productive Workplaces blog
Saturday, March 31, 2012 · Topics: employee-engagement, org-culture, teams-high-impact
Weisbord celebrates the 25th anniversary of his landmark work · Go to Marvin Weisbord: Productive Workplaces blog →
Strengths-based goal setting
Saturday, March 24, 2012 · Topics: personal-growth, strengths, team-development, teams-high-impact
From Gallup: Whether the economy is good or bad, most organizations are constantly looking for ways to increase productivity. For managers who are looking to do more with less, a key first step is for them to know their employees individually. This helps managers position workers for success, motivate them, and keep them focused on actions that are essential for the continued health of the organization.
Employees who intentionally apply their strengths to their work increase the odds of their success.
But it’s difficult for managers to do any of this if they are not attuned to the strengths of the people on their team. And it’s just as difficult for workers to use their strengths if their managers don’t understand, appreciate, or maximize those strengths. · Go to Strengths-based goal setting →
Employee silence: The cost to business
Saturday, March 24, 2012 · Topics: emotional-intelligence, employee-engagement, team-development, teams-high-impact
From Interaction Associates: Do employees at your company speak up and regularly engage in dialog that helps to shape strong results? And when they do, does the dialog go beyond merely ratifying what you as the leader have shared? If the answers are no, you might be experiencing employee silence — where employees withhold information because they perceive a threat. Dr. Rob Bogosian, an authority on employee silence, discusses the issue in this podcast and explores how facilitative leaders are best equipped to address it. · Go to Employee silence: The cost to business →
Working with wisdom: Orchestrating collaboration at work
Tuesday, March 20, 2012 · Topics: collaboration, creativity, team-development, teams-high-impact
From Linda Naiman: Collaboration has become a hot topic lately, and a recent IBM global study of CEOs revealed that collaboration is key to innovation success, especially when collaboration occurs beyond company walls. Projects are often too complex for individuals or even teams in one company to tackle. Collaboration can be a challenge depending on the culture of an organization.
As Meg Wheatley said to Naiman, “In North American culture, we have so conditioned people to be competitive and to look out for themselves that teamwork has become a problem. Yet working together is a more natural state for humans than working in isolation, and teamwork is a natural tendency. The arts, and sports as well, provide people with the experience of what it’s like to work together.”
We’ve also been taught that knowledge is power, and therefore if we share knowledge, our power or currency is diminished. So how can groups collaborate more effectively? · Go to Working with wisdom: Orchestrating collaboration at work →
