Foundation of Excellence
The idea that a leader never stops learning while “remaining a student” underpins the Pursuit of Truth. You are a leader of people, not an owner of knowledge or manager of process.
Management by walking around has a new name, according to Professor Boris Groysberg of Harvard Business School. Inhis new book Talk, Inc., he has re-labeled interactive, engaged management communications as “Management by Conversation.” This puts a new label on old goods, but if this new spin has the effect of getting more managers (at all levels) out of their chairs and in front of employees having productive conversations, more power to him!
This issue is dedicated to discussing how companies can better focus on proper talent development, and the benefits that accrue to those who successfully integrate talent development into their cultures.
And this is topical, because the evidence is that good talent development actually helps prepare companies to better weather crises.
The March 2011 Newsletter.
Effective senior executives use influencing skills extensively, and those are based on all the interpersonal skills we emphasize in our Foundation of Excellence approach.
To break bad employee habits, you have to motivate employees to recognize and challenge their own individual “wiring” or mindsets before they can see the need to change. Only after gaining their agreement that a new set of mindsets would be more productive, can you install a learning regime that teaches the new behavior repetitively enough to permanently rewire the new corporate mindsets into the brain.
A team of Bovo-Tighe consultants recently had the great opportunity to explore how their Psychology of Achievement development tool would work in a very different culture. It turned out to be a great success, as it was a learning experience for both facilitators and participants.
Click here to see a photo essay on the experience.
As we participate in more and more international projects, we are finding a rhythm to …
Corporate cultures have deep roots, and have been built and perpetuated over years. No leader can change a culture from the top-down by commanding change. A culture shift must be built from the bottom up, focusing on the thousand little actions, habits and traditions that sustain the culture, and shifting mindsets of the keepers of the culture one event at a time.
Here is a link to a great article …
CEOs often say “People are our greatest asset!”
Do they really mean it? Or do they just say it because people expect them to say it?
John Gibbons, a columnist for the Institute for Corporate Productivity just wrote a diatribe about it. The first part of his piece described my own suspicious reaction to a CEO spouting on about people are “critical to his company’s success.” Their actions before and …
Employee engagement is the foundation for the creation of a corporate culture that out-innovates and out-competes its rivals consistently. That foundation of excellence is the best path to consist profit.
Companies spend about $100 billion on training of all sorts annually. Yet most executives would admit, some willingly, that they don’t get the bang for the buck they expect from their investment.
What is missing? Why do well-intentioned, well-constructed, well-run training programs fail to deliver expected bumps in productivity?