Many popular management theories focus too heavily on the cult of the individual and giving feedback at any cost. Instead, we need to think more about collective performance and adopt a cooperation mind-set.
Command-and-control management assumes that social systems work like machines. But they don’t. So in today’s networked world, leadership is less about playing chess and more about becoming a gardener.
Only by avoiding knee-jerk reactions will organisations emerge from the coronavirus pandemic re-energised and prepared to face the future.
How have companies whose business models were made obsolete overnight managed to ride out the coronavirus storm?
One of the biggest lessons from the coronavirus pandemic has been that incredible feats can be accomplished when leaders share a sense of purpose.
During this crisis, it is people who will be the ultimate differentiator. And leading means meeting people where they are, because that's the only way to convert self-interest to shared interest.
As many managers are now discovering, traditional management isn’t designed for a remote workforce. Instead, we need to make a rapid shift from centralized command-and-control structures into highly adaptive distributed networks.
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.
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.
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.
The secret to market success in a rapidly-changing world has less to do with what you know and much more to do with how fast you learn.
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.
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?
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.
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.
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.
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