From ChangeThis: The importance of purpose on the lives of employees, and for the betterment of society, has become table stakes. Indeed, the individuals that make up the organization are its most important advantage.
From strategy+business: Sometimes the best approaches to revamp an organization's culture come from the employee level, rather than edicts issued by senior executives.
From Non-Profit Times: In “Exit Agreements for Nonprofit CEOs: A Guide for Boards and Executives” that appears in the Fall/Winter 2013 issue of The Nonprofit Quarterly” Tom Adams, Melanie Herman and Tim Wolfred suggest that the following should be key considerations in drafting exit agreements
From strategy+business: Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
From strategy+business: Employees often view meetings as a waste of time. But if managers can strike the right balance when leading meetings, they can exploit an already established part of the workday to boost employees’ morale and productivity.
From strategy+business: Many leaders inadvertently stand in the way of superior performance. Here's how to avoid the hindrance trap.
From FastCompany: Every organization is designed to get the results it gets. Poor performance comes from a poorly designed organization. Superior results emerge when strategies, business models, structure, processes, technologies, tools, and reward systems fire on all cylinders in symphonic unison.
Savvy leaders shape the culture of their company to drive innovation. They know that it’s culture–the values, norms, unconscious messages, and subtle behaviors of leaders and employees–that often limits performance. These invisible forces are responsible for the fact that 70% of all organizational change efforts fail. The trick? Design the interplay between the company’s explicit strategies with the ways people actually relate to one another and to the organization.
From Knowledge@Wharton: More than 50 years after management guru Peter Drucker first wrote about the difficulty of defining and measuring the productivity of knowledge workers, management experts say many companies still do a poor job of it. To get a better gauge of how much employees are accomplishing, experts say managers need to remember that quality is often as important, if not more so, than quantity, and that blanket policies rarely remedy such a highly individualized issue.