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.
As a new manager, you’re likely to want to prove yourself. So you work late, and you do your very best to kick ass and make a good first impression. This is the approach that worked well for you as an individual, so, of course, it’ll work when leading a team. This is where the Spiral begins because the initial thought is actually, “I can do it all myself. I’m the Boss.” But what you really need to learn to become is being a leader of your team, not the boss that’s in charge of making decisions for them.
Article by Michael Lopp on Rands in Response
Promotion and adherence to justice seems to translate into beneficial workplace behaviors such as task performance and organizational citizenship behavior because fair treatment from managers may deepen employees trust, commitment, sense of being supported, and the quality of work relationships. The research brought forward in this piece suggests that living up to fair managerial behavior may be a cost-effective means to higher employees’ productivity.
Article by Pietro Marenco on ScienceForWork
The power of goal setting with OKRs lies in the simplicity and flexibility to create alignment around prioritized goals for the entire organization on the company, team and individual level. When properly introduced and used right, OKR can be a powerful aid in building a high performance culture characterized by focus on results, openness, and increased accountability.
Article by Max Lamers, culturestars
Building organizations that are more adaptable, innovative and engaging requires deep innovation of the technology of human accomplishment. Gary Hamel presents the case for reinventing management.
15 Min Video of Talk by Gary Hamel
Most organizations spend an inordinate amount of time and money trying to avoid, mitigate, maneuver around, or generally “manage” tension but very few, if any, of those tactics involve transforming it into something useful. Yet, the best organizations have figured out ways to process their tensions at every level into productive changes in their structure and/or culture.
Article by Sam Spurlin, The Ready
Hierarchy is a design element that does fit into many, but far from all enterprises. And where there are better alternatives the corresponding feedback loops must be designed with sufficient strength and rigor to more than offset the coherence that hierarchy could potentially provide.
The role of the leader is changing, yet it’s more important than ever. To create adaptive organizations, leaders need to actively shape an open culture that fosters collaboration and builds trust.
A classic McKinsey definition of strategy – from a generation ago – is “an integrated set of actions designed to create a sustainable advantage over competitors.” While the core of this idea is right, a variant is clearer and more actionable. At Incandescent, the essence of what it means to have a clear strategy is: Commitment to a destination and to core concepts that shape the choices for how to get there
Objectives and Key Results (OKRs) is a goal-setting system made famous by Intel and Google, asking all employees to outline their major objectives and the quantifiable actions it’ll take to achieve them. At Swipely OKRs are much more than an effective management tool. Using OKRs right, they really serve as a layer of communication that holds the company together and elevates its game at the same time. And in short order, they’ve become fundamental to Swipely’s culture, helping it hit a record $1 billion in sales under management this fall.