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corporate culture change

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

Employees who take time off to recharge are truly more productive than those who don't, all other aspects of their work being equal. Organizations that short-change employees on time off, by creating a culture that considers it "slacking off" or "letting the team down" are really shooting themselves in the foot. Tired employees are less creative that fresh ones, and make more mistakes that can be costly.

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Build a Corporate Culture that Embraces Change

We found a nice affirmation for our belief that organizations need to embrace change as a permanent mindset from General Stan McChrystal (ret.), who put a post on LinkedIn about an "aha" moment he had while leading our forces in Afghanistan. In short, old processes and procedures had to be viewed as day-to-day efficiencies, tossed out the moment situations changed and rendered past practices useless.

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CEOs Must Foster Culture Based on People – Not Process

Engaged CEOs foster productive cultures by clearly communicating their vision, getting involved with reducing hurdles and providing resources, letting failure happen without recrimination, and a host of other aspects of transformational leadership. If this conclusion is so obvious, why are we still writing and talking about the need for CEOs to fully engage in engagement? Why do not all CEOs wear a mindset of engagement that fits like a well-tailored suit? The ROI of engagement is there for the taking.

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Retain Talent by Fostering Professional and Personal Growth

Actively fostering professional and personal growth within your organization is a great talent retention strategy. This has to be a formal initiative, however, not something left to individual managers, because part of the program will be to make it cross-functional and involve senior management. Here are some ways to make that happen.

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Social Media Collaboration is Shaking Up How Employees Engage with Each Other

The explosion of social media tools that are available within an organization to foster and manage collaboration has started to shake up management control of knowledge, and challenges the assumptions that underpin past collaborative practices, according to Don Tapscott, a professor at the University of Toronto.

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Goal Alignment Takes Work and Communication that Counts

Goal alignment seems like an obvious business success factor. Why, then, do so many departments within organizations (notably HR) struggle to achieve that alignment? It boils down to a lack of communication, and often it is because the department does not lobby to get a seat at the decision-making table.

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QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

qbq-new-small__85594_std (2)In our work with clients, we give people tools to make them more productive at work every day. We help them discover their own strengths, and how to become a transformational leader, regardless of their professional status within their organization. Our mission is to make everyone more productive, supportive and collaborative in both professional and personal lives. To that end, we borrow useful tools from collaborative partners that help …

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Executives Must Protect Employee Engagement Initiatives From Their Own Managers

Employee perks that foster engagement and innovation must have the support of senior executives, who must keep middle managers from nibbling away at the commitment in their urge to achieve their own goals.

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More Thoughts on How to Engage Employees

Satisfied employees are not necessarily engaged employees. In fact, half of the satisfied employees are still disengaged. As a leader, you must make it your main task to turn job satisfaction into full engagement.

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A Diatribe On the ‘End’ of Leadership – We Respectfully Disagree

Prof. Barbara Kellerman over at Harvard Business School says she is mad as all get-out about the state of professional leadership and its development; in corporate America and, well, in general. We are miffed at her for being a bit cavalier with her bile.

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