James M. Kerr | 06 Apr 2020
As business leaders try to figure out how to stay afloat, it's important not to confuse scenario planning with business continuity planning. The two are not the same.
The unforeseen arrival of the coronavirus means that all the rules of business have suddenly changed. Preparing for eventualities that were once unthinkable demands radical innovation - and in that sense, at least, a crisis can be a gift.
How organisations behave towards their stakeholders - their staff, their customers and the communities within which they operate - during the coronavirus crisis will not be forgotten after the pandemic is over.
Suddenly finding yourself sitting at home leading a virtual team is a tough call, particularly with everything else that's going on in the world. So here are seven key behaviors that will make the task of virtual working much easier.
Thanks to the coronavirus pandemic, working from home is now the new normal. But for managers unused to remote team working , this will pose some serious challenges.
James M. Kerr
Conventional wisdom says that firms need access to experts from their industry to help them develop strategies that will separate them from the competition. But in reality, nothing can be further from the truth!
With the global spread of Coronavirus, how can companies leverage the digital workplace to keep employees safe, limit the loss of productivity and adapt work practices successfully during the crisis?
With the rapid emergence of the Digital Age, top-down, command-and-control management has had its day. Instead, today's organisations need to leverage collective intelligence and shared understanding.
James M. Kerr
People pay attention to what they’re measured by. So the best way to get a behavior change is to measure to the new behavior intended to be instituted.
What makes a business remarkable? What gets people talking about it and recommending it to others? The simple answer is that they are dramatically and demonstrably different.
Every animal depends on its heart for its existence. And exactly the same is true of an organization, except that rather than a multi-chambered muscle, an organization relies on leadership, managers and flows of information.
None of us learn to read, ride a bike or pack a suitcase in a day. So understanding that learning is a process, not an event is fundamental to creating learning cultures rather than environments based on rote or blind faith.
Heroes come in all shapes and sizes, whether in life or in the workplace. But they all have one thing in common: they don’t see themselves as heroes.
Several years ago, I warned about a looming 'workforce cliff' as demand for workers outstrips supply. Now that employers are thinking differently about the experience they are creating, one area which seems ripe for innovation is pay.
Manfred Kets De Vries
Trust is a rare commodity in most workplaces. Yet high-trust organisations are more productive, have higher morale and perform better financially. So what can management do to build a more trusting culture?
Adopting remote teams might seem like a whole new ball game, but it’s the same game - just played on a slightly different field. The WHAT doesn’t really change, it's the HOW that's different.
Innovation is very rarely the result of individual genius. Instead, the biggest breakthroughs occur when networks of people with a collective vision join up and share ideas. That’s why as the fourth industrial revolution unfolds, creative collaborators will be kings.
From the archive
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.
The meltdown of US financial sector illustrates the dangers of a society that has glorified the pursuit of personal power rather than achievement. And unless it is able to reinstill that desire to achieve, the US will continue to decline economically.
Most of us respond to betrayal by becoming non-trusting. We'd like to trust others, but we just can't bring ourselves to do so. But we can respond to matters of betrayal in another, far more positive way.
René Da Costa
Presenting new ideas to the establishment can often be a fruitless endeavour. Far from tokens of gratitude, we are more likely to encounter disinterest or worse still, hostility. Why should this be and what can we do about it?
Edward de Bono
The specific and formal skills of lateral thinking can be very powerful. There are also the basic skills of creativity. There are also the basic skills of creativity. Once these basic skills are in place, the deliberate tools of lateral thinking become much
The conventional belief that the purpose of a company is to generate profits is being challenged by the growing realization that profits are the reward for fulfilling the true purpose of a business and not the purpose itself.
There's a wide variation in what we deem as 'appropriate' ways to express frustration. At the heart of this is the difference between Neutral and Affective behavior - differences that can quickly lead to profound misunderstandings.
Want to do something nice for your team this holiday season? How about helping them do nothing at all - or at the very least, a bit less - even if you have to enforce it strenuously.
What do we mean by 'trustworthy'? Academics have been arguing for years about what makes a leader trustworthy, but trust can really be boiled down to three clear attributes: ability, integrity and benevolence.
Manfred Kets De Vries
Your personal “energy barometer” reflects your inner happiness. Bad habits and situations often drain our energy. But do we recognise the symptoms and are we willing to do something about them?
Marc Le Menestrel
The ability to dream our future world into being can help us survive. So imagining an ideal world is also a powerful tool for enhancing proactivity and leading organisational transformation.
Why do webmeetings always seem to start late? While there’s no silver bullet that will solve the problem, there are some simple things you can do to help your odds of starting (and finishing) on time.
If AI applications can be designed as collective intelligence systems, they may be able to help us move past the rancid divisiveness and entrenched thinking that prevents us from solving our most pressing problems.
James M. Kerr
Quality, responsibility, mutuality, efficiency and freedom are the foundation of a company culture that has endured through generations of candy-loving kids, big and small.
Forget job titles, do you know who has the real power in your organization and who has real influence where it matters most?
In today’s organisations, demands, goals and expectations are dynamic, complex and interconnected. That’s why we need to move from an ‘either/or’ to a ‘both/and’ view of priorities.
Will AI benefit mankind or could it lead to the end of the human race? A better understanding of the relationship between human thinking and AI may shed some light on this great uncertainty.
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