How Facebook Tries To Prevent Office Politics

Fear of nasty office politics creeping up in your organization? Read about five clues from Facebook to prevent destructive office politics: 1. Look for empire builders, self-servers, and whiners in the hiring process — and don’t hire them; 2. Take the incentive out of “climbing the ladder;” 3. Be open and transparent, and create opportunities for voices to be heard; 4. Make everyone accountable, so personal bias can’t creep into decision making; 5. Train your leaders to effectively manage politics out of conversations.

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>> on Leadership, People Dynamics & Culture <<
Written by Jay Parikh, published by HBR

Something Weird Happens To Companies When They Hit 150 People

There is a cognitive limit to the number of people with whom one can maintain stable social relationships. This limit has suggested to be 150 and is known as “Dunbar’s Number” named after the British anthropologist Robin Dunbar. Dunbar’s research implies that for a group to sustain itself at the size of 150 requires significantly more effort that must be spent on the core socialization to keep the group functioning.

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>> on Management, Collaboration & Org Design <<
Written by Kevin J. Delaney, published on Quartz

Organizational Culture – Who Owns It, Business Or Human Resources?

HR has a major role in enabling the business to live (or change) its culture by supporting it with the appropriate tools, systems and processes, and when needed – professional expertise…but in essence, it’s all about how the people in an organization are nurtured and led. Therefore, it is essential that the business owns a company’s culture – this is especially true when a company decides to change its culture.

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>> on Leadership, People Dynamics & Culture <<
Written by Jerry Pico

5 Influences On Organizational Culture To Be Aware Of

Organizational culture should be the vision you have for your company, but this is not always the case. Without direction and positive influences, negative factors can take hold, shaping a company’s culture in a way that can become harmful to the business.

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>> on Leadership, People Dynamics & Culture <<
Written by Steffen Maier, published on LinkedIn

How We Conduct 1:1s

Leaders must routinely spend time with each members of their team to discuss what they’re working on and how to improve. This infographic by NOBL Collective distills a handful of practices from leading teams, scientific research, and the observations on how to effectively have 1:1s.

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>> on Leadership, People Dynamics & Culture <<
Published by NOBL Collective

High-Performing Teams Need Psychological Safety

Creating psychological safety in a team drives higher levels of engagement, increased motivation to tackle difficult problems, more learning and development opportunities, and better performance. This article outlines how to build it.

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>> on Leadership, People Dynamics & Culture <<
Written by Laura Delizionna, published by HBR

Building A Resilient Organizational Culture

While human resilience may be thought of as a personality trait, in the aggregate, groups, organizations, and even communities can learn to develop a “culture of resilience” which manifests itself as a form of “psychological immunity” to, or the ability to rebound from, the untoward effects of adversity.

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>> on Leadership, People Dynamics & Culture <<
Written by George S. Everly, published by HBR

Organizational Health: A Fast Track To Performance Improvement

McKinsey research promotes that the best way to run a business is to balance short-term performance and long-term health. Healthy companies dramatically outperform their peers. The proof for it is strong—the top quartile of publicly traded companies in McKinsey’s Organizational Health Index (OHI) delivers roughly three times the returns to shareholders as those in the bottom quartile.

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>> on Leadership, People Dynamics & Culture <<
Published by McKinsey Quarterly

Having Good 1:1s With Your People – The Update, The Vent, and The Disaster

Having a meaningful conversation with anyone takes time. The job of people leaders in  a 1:1 is to give the smallest voice a chance to be heard.  A good start a conversation is with a simple question.

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>> on Leadership, People Dynamics & Culture <<
Written by Michael Lopp

Why Company Culture Is Crucial

Dharmesh Shah, co-founder and CTO at the marketing and sales software firm HubSpot, distills the company’s 128-slide presentation on company culture down to its essence, describing it as a business’s “operating system” that lets people do their best work. Shah says entrepreneurs must create a company culture they love, because one will eventually emerge no matter what.

>> on Leadership, Culture & People Dynamics <<