Research tagged with "Leadership"

Wells Fargo recently fired over a dozen employees for simulating keyboard activity to appear busy, raising questions about remote work monitoring. Companies often install software to track keyboard and mouse activity, leading to a market for tools that fake such activity. This situation prompts a critical question: should companies invest in better spyware or better leadership? The real issue lies in performance culture. Employees are likely to underperform if the work is demotivating, accountability is blame-based, and expectations are unclear. Instead of focusing on surveillance, companies should invest in better leadership. This involves managing work and motivation effectively, investing in employee development, crafting better roles, and setting clear expectations. Ultimately, the solution to slacking isn't more spyware but improved leadership and a motivating work environment.

Too often in leadership, frustration arises not because of deep disagreements but rather because of misaligned "modes" of working. In our VEGA model, there are four modes of work (play profiles): visionaries, explorers, galvanizers, and achievers - name the one you're in, and growth will be an act of play.

Have you ever received advice from a mentor that was so pointed and brilliant that it instantly changed you? Neel shares three tips from mentors: balance impact and opportunity, be coachable, and test your thinking.

Boeing was once synonymous with quality and safety. But as focus shifted from customers to stakeholders, their culture eroded, and with it their planes and reputation. This fate could have been avoided using three leadership techniques: health checks, goal checks, and skill checks.

Too many organizations are struggling to adapt to a changing world because of their bureaucracies. The time is now to dismantle them. Address the four main root causes of bureaucracy: skill gaps, motivation gaps, time gaps, and knowledge gaps.

Middle management has gotten far too bureaucratic, demanding, and dull. Here's a fice-step playbook for making middle management impactful and exciting again.