Thinking about the good things

Duane Dike | 11 Dec 2018

Some days, things at work just don’t pan out. But rather than letting this undermine your motivation, it’s worth taking a little time to think about the things that do make your job worthwhile.

Restoring the promise of social media

Rod Collins

Only by embracing the notion that all voices matter and redesigning their algorithms to promote collective intelligence can social media companies start to defuse the state of toxic tribalism that has fractured our social discourse.

Is your organisation a cult?

Manfred Kets De Vries

Many businesses display cult-like characteristics, offering a form of meaning, purpose and belonging but demanding strict adherence to their set of beliefs and swiftly punishing or ostracising those who don’t conform.

Compassion

Duane Dike

Compassion is not typically revered in the corporate world. Bosses are simply supposed to get things done. But if they're not careful, they can become impersonal, non-compassionate and ultimately, non-human.

Social media: how did we get here?

Rod Collins

One of the great ironies of the digital revolution is the environment of toxic tribalism that has been enabled by social media and the collective unconscious blindness it has brought with it.

Three lessons in crisis leadership

Piyumi Kapugeekiyana

There’s no one-size-fits-all approach to crisis management. But studying examples of crises that have been handled well can teach us some very valuable coping mechanisms that could help avoid a crisis turning into a disaster.

Emotional intelligence doesn't translate

David Livermore

Emotions are universal. But the ways in which different cultures express them are not. So what’s considered appropriate in one culture could get you in trouble if blindly applied to colleagues and friends elsewhere.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Michael Jones

Leading by candlelight

Michael Jones

The difference between management and leadership is like the difference between flashlight and candlelight. In the focused, flash-lit world of management, we try to bend others to our will. But in the candle-lit world of dialogue, we blend with others in order to see a greater whole.

David Dubois

How to increase leaders' moral authority

David Dubois

Power corrupts? Not necessarily. In fact, under certain circumstances, attaining power might make people more moral, not less. What's more, organisations can actually help their leaders become more effective moral agents.

Wayne Turmel

View from the middle

Wayne Turmel

New columnist Wayne Turmel kicks off a new series all about getting people at the top of organisations to start recognising the value of the people in the middle.

Wayne Turmel

Never too early to distrust HR

Wayne Turmel

I'm not normally one of those people who slams HR. Not this time, though. I can forgive a lot, but there's a special place in hell for the HR person who ruined my kid's introduction to the workplace.

Earlier opinion

The dual company

Rod Collins

In today’s world, strategic plans and once-successful business models can quickly become redundant. So how can companies sustain short-term profitability while building long-term innovation capability? One answer is to create a dual company.

I think, therefore I feel

Duane Dike

How many of us have said, “I’ve been so busy today I haven’t even had time to think?” If you haven’t had time to think, you haven’t had time to lead. Leading without thinking is leading into disaster.

Ask your team a 3,000 year-old question

Wayne Turmel

If you're mindful as to your meeting's purpose and desired outcome, you will accomplish far more than if you approach it as an empty ritual.

Culture fit vs. authenticity

David Livermore

Authenticity - being yourself - can sometimes collide with organizational values. So how far should any of us be expected to give up our authentic preferences for the sake of an organizational purpose?

Nine habits that build trust

John Blakey

There’s a lot more to trust than just delivering on your promises. In fact, doing what you say you will do is only the basic entry-level requirement if you want to inspire trust in those you lead.

Managing risks in a hyper-connected world

Rod Collins

As we all know, risk is a fact of life. But as the world becomes more connected, new risks have emerged that demand new tools to mitigate them and to thwart a new generation of threats.

What can be done about bullies at work?

Manfred Kets De Vries

Workplace bullying is a silent epidemic that causes a host of psychological and physical health problems. So why is addressing the problem and stamping out bullying such an uphill battle for everyone involved?

The mortar in a project's wall

Wayne Turmel

What holds a wall together is the mortar between the bricks. And what holds a project together is the effective, clear and proactive communication between individuals.

Shut up first, talk later

Wayne Turmel

On team conference calls, it can sometimes seem almost impossible to get people to contribute or share information effectively. Here’s how you can change that.

10 characteristics of customer-focused businesses

Andy Hanselman

Customer-focused organisations are dramatically and demonstrably different from their competitors. They don’t just meet customer expectations, they consistently try to exceed them in everything they do.

Why change? Why not?

Duane Dike

Change often fails because it is based on a plan/do model. We plan, and then expect people to do. But that ignores the exploration, thinking, mistaking, learning, testing and struggling that needs to come in between.

Accountability is more important than accounting

Wayne Turmel

What's more important: that people are working on exactly what you want them working on at that exact moment, or that important tasks and outputs are done on time and team goals are met?