A recent HBR article (Why companies are so bad at treating employees like people) by Herminia Ibarra speaks to the need to re-invent the workplace if there is to be human development at work. As Ibarra characterizes it, this re-invention requires “reimagining complex organizations so that they are more human and agile.” The implication seems to be that making organizations more human and agile involves solving the “thorny problem of developing people.” Continue reading
Leadership, according to Peter Northouse (2010, p 3), is a process whereby an individual influences a group of individuals to achieve a common goal. So then is evidence of leadership the achievement of a goal by a group? Does the goal matter? Do the means matter? Continue reading
When most people talk of leadership what they are really speaking to is the highest levels in the management hierarchy. They are talking about the legitimate authority positions in an organization. They speak of leadership as if it was a noun, a name we attribute to a person or position. Continue reading
We blame corporations for contributing to climate change and governments for not taking action against the threats to sustainability and our very (continued) existence. But it is not our corporations or governments that exploit both people and Nature in pursuit of ever increasing profit and growth. Continue reading
When do managers talk about improvement and development with those they manage? In most cases it is when managers are required to do so, during the organization’s annual performance appraisal time period. In three previous posts (Replace performance reviews with leadership for quality; Facilitate performance, don’t appraise it; Performance appraisal: A pathway to mistrust) performance appraisal was discussed but since the practice is still very popular another appraisal of it is in order. Continue reading
With the race to become more productive, more competitive and more profitable having the answer to the question that continues to challenge business managers, how do you motivate people, can be the ticket to winning. Even though Frederick Hertzberg offered a direct and complete answer give them something motivating to do, the question for the majority of business managers remains unanswered. Further, not understanding the depth of Hertzberg’s answer, we’ve even advanced another classification of management—management can’t do it but leadership can—in hopes of meeting the challenge. Yet whether you are labeled a manager or a leader the challenge goes largely unmet.
What could be the root of the problem and the difficulty in dissolving it? Continue reading
It is a generally accepted goal that managers should hire best and the brightest. However the evidence from experience hiring the best and brightest person does not always lead to best performance: Things don’t always work out as planned. Why do you suppose this happens? Continue reading