New ways of thinking and acting

Rod Collins | 06 Sep 2018

For more than a century, the basic formula of management has been “plan and control.” But today this no longer works because strategies are no longer planned, they’re discovered. So the new formula for business should be “explore, experiment and execute”.

Get out of the way!

Duane Dike

What kinds of things get in the way of productivity? There are no simple answers, but the one thing we can say is that barriers are almost always by-products of the destructive attitudes and behaviors of leaders.

The key to cultivating agility in decision making

Marc Le Menestrel

Decision-making excellence requires self-awareness and the ability to choose how to think in different situations. That's why being able to understand different perspectives is such a crucial skill for today’s business leaders.

Five reasons remote teams fail

Wayne Turmel

Leading a remote team isn’t that different to leading a co-located one. But we do have to re-think how we do certain things. Here are five ways you can get that wrong.

From strategic planning to strategic discovery

Rod Collins

In today’s world, strategic planning based on the extrapolation of historical trends is a futile exercise. Instead, staying ahead of disruptive change depends on harnessing the power of collective intelligence.

Disaster equals energy plus misinformation

Janet Howd

In his seminal book on accidents and disasters, Barry A Turner observed that disasters almost always represent failures of intention and that a simple equation - “disaster equals energy plus misinformation” - can to help guard against catastrophic events.

Are you hiding behind technology?

Wayne Turmel

We all get tired, rushed and overworked. And when we do, it's tempting to use technology as an excuse to take the easy way out by avoiding confrontation or uncomfortable conversations.

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.

Wayne Turmel

Are you playing 'Game of Cubicles'?

Wayne Turmel

Maybe I'm getting a little obsessed, but I can't help noticing the similarities between corporate politics and "Game of Thrones ". I even came up with a name for it. So how well do you play the "Game of Cubicles"?

Janet Howd

Passing on the skill of ageing

Janet Howd

Western societies need a new attitude towards ageing. Because if we continue to sideline and box-in people after their so-called retirement, the cost of containment will bankrupt us all.

Robert Kelsey

Employing outsiders: a survival guide

Robert Kelsey

Outsiders can be a manager's worst nightmare. But misfits don't have to be disruptive workplace mavericks. Most are creative, crafty and brave. So rather than try to get rid of them, here’s how to understand what makes them tick and harness their talents.

Andy Puddicombe

Meditation in the workplace

Andy Puddicombe

For most people the word meditation conjures up images of shaven-headed monks and nuns sitting in mountain retreats high in the Himalayas. Very few people would associate it with their office or place of work.

Earlier opinion

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?

Are you addicted to power?

Manfred Kets De Vries

In democracies, a free press and the separation of powers reduce the risk of leaders becoming power addicts. But most businesses concentrate power at the top, a design that all too easily leads to power intoxication.

Leaders, go away!

Duane Dike

Too many bosses fail to understand that every individual thinks and works at different rates or that we all need to distinguish between important and not so important work to operate effectively.

Mapping the power in your organization

Wayne Turmel

Forget job titles, do you know who has the real power in your organization and who has real influence where it matters most?

Quick fixes can lead to great innovations

Max McKeown

Most innovation is quick-and-dirty. But there's nothing wrong with quick fixes - they point to real customer needs much more accurately than focus groups and reflect new tastes and fashions.

Do CEOs deserve their pay?

Manfred Kets De Vries

In order to understand the greed spiral of CEO pay, we need to look at the systemic issues and dynamics that have led to the modern-day ‘cult of the CEO’.

The dawn of the second human epoch

Rod Collins

The great promise of digital transformation, AI and collective intelligence to transform humanity for the better will only be achieved if we remember two fundamental foundational principles.

Relaxing while flying

Duane Dike

Each time I get in a plane, I sit back and relax, because there not much else to do. What I’m getting to here is we have to learn to relax - and also learn how to separate work from non-work.

Beyond coaching psychobabble: let the buyer beware

Manfred Kets De Vries

The advertising pitches of many coaches raise false expectations and seem designed to fool the gullible. Contrary to all the hype, creating meaningful behaviour change is neither easy, fast nor linear.