Today you’ve got someone new joining your organization. It’s an important day. Every time someone joins your team is an important day. You don’t bring someone at the heart of your group without motives. Your team grows, you have plans, you’ve got expectations. As a result of this new hire, things will improve.
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The next time you plan to build a Management Team, you may take some time reading about what the “Agile” literacy has to say about team-dynamics. Agile Management techniques have come a long way in the past seven years and come handy when time is scarce and uncertainty is a given (which is often to [...] One company that has finally made the leap into the 21st century (better late than never) workplace is Best Buy. They have rolled out a program called ROWE (results-only work environment). Just like the name implies, the program lets employees focus on getting their work done rather than where and when they get it done. [...] It will not take much more than a team of 10 people before you start wondering if your guys do what they are supposed to do… the way they’re supposed to. Typical interrogations usually range from: “How much time my people spend working on their assignments?”, “Will they deliver in time?”, “How do they spend [...] …the single most important element in corporate performance “What is the single most important thing a CEO can do to maximize his or her company’s performance? The answer is to creatively, aggressively, and systematically build the capabilities of the company’s middle management team: the vice presidents, directors, and managers. Regardless of what high-potential initiative the [...] Planning for the new year, you may have already noticed that a good bit of your time will be consumed in meetings. Nothing wrong here, we’re talking about one of the well-know daily duty of any respectable middle-manager. In an ideal world though, you may want these meetings to be as enjoyable as possible. Unfortunately, [...] Some of the most refreshing & appalling definitions of What middle-management Is… and what middle-management is [...] There are many jobs on this planet that you would dread spending the rest of your career in, but middle-management is simply not one of them. In a very unfortunate post, Steve writes on AssociatedContent about avoiding “Getting Stuck in Middle Management“; an overall paper that gives you a true reflection of the dreadful reputation given [...] Innovation is not “on-demandâ€. Innovation can’t be engineered. Innovation can exist because ideas exist. Ideas cannot be engineered. Ideas exist because you let your People the space (the time, the place) to express their point-of-view, to share their interests. Innovation exists because you empower your People in making things better than what they are. Because you foster in your People the “will†of making things better than what they are. Innovation exists at all levels of your organization. Innovation often exists in the corridors of your organization… Innovation hides in many negative conversations, and often follows the sharing of frustrations. Innovation is by nature chaotic, unexpected, a risky business, an experiment, sounds crazy at first. You don’t “do†innovation, you tempt innovation to come in your camp, and once there, you give innovation what it needs to stay [...] |
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