Adam Grant has spent years studying relationships at work, and specifically how Givers, Takers, and Matchers fare in the workplace. In this talk he breaks down the three basic kinds of people types and offers simple strategies to promote a culture of generosity and keep self-serving employees from taking more than their share.
In today’s digital context organizations face a growing imperative to redesign themselves to move faster, adapt more quickly, facilitate rapid learning, and embrace the dynamic career demands of their people. A growing number of leading organizations are taking the leap of faith to explore, experiment and adapt new ways of organizing and running their operations with the purpose of actively building organizational structures for effective value creation and high-performance in a digital economy.
Authored by Deloitte University Press
When an organization is brand new, very little is assumed about how everyone interacts or works together. It’s in this period when you have the greatest control to set the tone for the culture. The team of Median, a New York based organizational design consultancy, put together a checklist of steps to take to help founders and execs to build the culture they desire, from Day 1.
Written by the Median
It’s so tempting for organisations to expect more and more from their employees – and so much harder for employees to resist when they are being asked to do socially desirable things like “help out” and “think about the organisation”. But by making such behaviours expected or even mandatory, we box people into regulated systems that rob these activities of their intrinsic motivation and instead make them into burdens, burdens that can boomerang back on the organisation and even beyond.
Written by Alex Fradera for The Britisch Psychological Society Research Digest
Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.
Written by Marcel Schwantes for Inc.
Pay transparency has started to gain popularity along with the trend of overall more transparent information flow in organizations. Because our perceptions of pay are often wrong, why not simply inform workers of what everyone in the organization makes, in order to stave off speculation? Rather making pay information accessible without context or hiding it, organizations, the data shows, are be better off forming transparent performance metrics, matching pay to those metrics, and having open conversations with employees about where they stack up. That, more than anything, is what a truly transparent compensation program would look like.
Written by Aaron D. Hill on HBR
In this talk leadership expert Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being. Understanding this deep-seated expectation is the key difference between someone who is just an “authority” versus a true “leader.”
Watch 45 video published by 99U
Why do we strike up more spontaneous conversations with people in bars than we do in the workplace? The answer isn’t alcohol—it’s the eye height you engage with people at.
Article Daniel Krivens on Quartz
Employee retention starts with first being able to clearly articulate what the organizational culture is. What are the aligned values, beliefs, behaviors and experiences that make up the organization’s environment?
Written by Brent Gleeson for Forbes
Systems and processes serve an important role in any organization. This is something Ryan Holmes, CEO of Hootsuite, realized as his company has scaled from a few dozen to nearly 1,000 employees. Systems ensure that projects get done, quality is maintained and there are no surprises. The problem is that bad systems often end up in a kind of corporate Bermuda Triangle.