Research tagged with "Leadership"

In our gut, something about blame feels wrong. Yet even in high-performing organizations, blame is common. It's time we unpack blame - why it happens, why it hurts performance, and what to do about it.

Most companies are managing the wrong things when it comes to accountability. For people to hold themselves accountable, give them the proper tools and metrics to engage in and learn from their work. To create a culture of accountability in your organization, there are three critical steps: motivation has to come first, focus on behaviors and habits, and create a chain of accountability.

Nobody likes a praise sandwich. So why do leaders keep giving it? Instead, organizations should make on-the-job learning on motivating skills a part of every day. The 5 steps to building apprenticeship cultures: Step 1: Start with a skill catalog. Step 2: Colleagues initiate the process. Step 3: Leaders and colleagues create on-the-job learning plans. Step 4: Leaders and colleagues work together to practice. Step 5: Colleagues seek endorsement.

The typical annual goal-setting process results in three major issues: gamesmanship, siloing, and demotivation. This year, what if you tried something different? We're not suggesting that you abandon your goals. Having a motivating alignment mechanism makes a lot of sense. Instead, follow this simple five-step process: 1. Understand the basic constraints. 2. Start with strategy. 3. Make prioritization the first part of your weekly rhythm. 4. Make problem solving the second part of your weekly rhythm. 5. Deep dive or delegate.

Companies spend way too much time in bureaucracy. Rather than focus on performance and impact, the most common operating systems focus colleagues on deflecting blame, earning a pat on the head, attaining the next promotion, and then getting out of there. This isn't performance. It's performance art. To build companies that can thrive in the future of work, leaders must learn only ten key frameworks. 1‍. Diagnose your organization's performance culture 2. Discover your total motivation 3. The performance & motivation connection 4. Operating models create motivation 5. Vision & strategy set the north star 6. Structure & roles create meaningful ownership 7. Performance cadences maintain the drumbeat 8. Habit-based leadership gives every leader a playbook 9. Skill-based talent systems make apprenticeship easy and fun 10. Play profiles match colleagues to work

‍Job descriptions are critical, so why are so many so bad? Job descriptions often serve as the first introduction a person has to their job. They set expectations and can help colleagues start with momentum. However, in practice, many job descriptions are uninspiring and not particularly helpful. To write exciting, useful job descriptions, infuse them with purpose, vision, and customer-centric storytelling.