“Management vs. leadership €” it’s a distinction we all hear over and over these days. It says management focuses on getting work done on time, on budget, and on target €” in other words, steady execution and control €” while leadership focuses on change and innovation. “
Most writers about leadership then and now explicitly note the continuing importance of management. Success still depends on execution, controls and boundaries, systems, processes, and continuity.
Both leadership and management are crucial, and it doesn’t help those responsible for the work of others to romanticize one and devalue the other. To survive and succeed, all groups and businesses must simultaneously change in some ways and remain the same in others. They must execute and innovate, stay the course and foster change.
If you’re a boss, think of yourself as the one responsible for the work of others, the one who must manage and lead as necessary, without favoring one over the other
Kent’s friend may say, “I’m not a manager,” but the survival of his business probably owes as much to his management skills as it does his leadership talents.
“But is there a direct correlation between employee investment and the balance sheet? As Prof. James L. Heskett wrote in his latest book The Culture Cycle, effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors. “
The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here’s what those companies do in common:
They invest more in their employees. The response came back resoundingly: It’s simply good for business.
Instead programs that offer the most stability, as reported by 75 percent of respondents, are those that communicate brand mission and provide career development opportunities.
They recognize that culture is critical to talent retention. When asked which elements of workplace commitment most benefit daily operations, companies ranked culture at 80 percent and recruitment/retention at 70 percent.
They know their audience. These companies recognize which stakeholders will watch their every move. For this audience, it’s imperative to communicate the company’s commitment to being a great workplace. 70 percent of respondents ranked customers as the most important external audience to understand this crucial point
Becoming a great workplace is not a transition that will happen overnight. Being a great workplace is the result of a long-term investment in their employees.
” Browse: Home / Structured or Unstructured Collaboration, Which is Better? Structured or Unstructured Collaboration, Which is Better?
By Jacob Morgan on December 14, 2011
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There are effectively two approaches to collaboration in the enterprise; structured and unstructured. But which approach should organizations go with and which is more effective? “
The structured approach involves more rules, guidelines, and restrictions
An unstructured approach usually has some guidelines and best practices but relatively leaves the employees unregulated in terms of how they can collaborate and use internal tools and platforms.
we can see that the majority of organizations actually go with a combination of a structured and an unstructured approach, the second most popular choice is an unstructured approach
But this still doesn’t answer the question of which approach is most effective. In order to see that, we cross referenced the types of approaches with the percentage of the targeted employee base that is actively engaged.
Meaning that when the organization deploys a combined method, a higher percentage of the targeted employee base is actively engaged
Too much freedom or not enough freedom does not yield the same levels of engagement as a combination of both.
P&G for example learned that right from the get-go they should have been more stringent with their naming conventions and tagging for internal files and content because now it appears as though there is duplicate information floating around their internal platform.
At this stage a simple discussion with your collaboration team around these approaches should yield some interesting conclusions, just ask yourselves, “where should employees follow specific rules and where can we let them have full freedom?”
“The world’s largest gaming company is going through a remarkable transformation into a Social Business. Electronic Arts understands that today’s technologies, unlike those of the past decade, are no longer limited to the individual.
They impact everyone. Impact that’s revolutionizing the way customers communicate. Impact that is forcing companies to listen, to learn, to adapt, to change its infrastructure and culture in order to stay competitive. Impact that is causing considerable anxiety in the C-Suite.”
Our goal is to constantly answer the questions: How do we understand our customers better? How do we interact with them? It may sound easy, but it’s very challenging to do in practice.”
Still EA wasn’t satisfied and wanted to learn more about their customers, “There’s also deep telemetry and analytics on any online game.
So does EA apply these same social concepts with their employees? According to Sandie they are just beginning but cautions, “because we work in so many countries, we are careful around privacy and we have offices especially in Europe and Canada.”
So they obviously want to find other people and find information about them. Yet they might not necessarily have filled in their own profile which is really interesting
It turns out completed profiles build deeper relationships
Create critical mass on the platform by first persuading people to create profiles and personalized content. Then, persistently encourage employees to contribute work related content. But be careful not to censure employees. In fact, encourage debate as long as it remains civil
“you guys built this on SharePoint?” Certainly a surprise since the site lacked any major 3rd party social apps, Sandie added, “but our goal was not so much about the technology, we cared that it was usable, it was aesthetically pleasing and it was functional. It did all three of those things.”
But once the social business platform is in place, Sandie recommends companies hire a curator to manage content and help make internal communities more active
“From legions of independent consultants to cities dotted with coworking facilities, the future of work is virtual, online and global.
As the year draws to a close, you may be assessing your career plans against the backdrop of holiday hoopla and the uncertain employment climate. To get a leg up, grab an eggnog and read on to learn about trends that could change how you’ll be making a living in the years to come:”
Blame the economic turmoil or a change in values, but more people are demanding greater self-reliance, control and satisfaction in their professional lives. For example, 75 percent of independents surveyed stated that doing something they love was more important than making money while 74 percent stated that they wanted a job where they know they were making a difference.
If we do not address the obstacles and complexity around the free and productive use of independent talent, companies €” as well as these talented experts €” may choose the troubling path of leaving this great country and going elsewhere
“This year’s job numbers suggest a structural change in traditional employment, as more businesses are adopting online and contingent work as a core business strategy
83% of small businesses surveyed by Elance plan to hire up to 50% of their workers as online contractors online in the next 12 months
Coworking offers another alternative to workers as flexible and mobile ways of working are becoming more common. In fact, many early corporate users using coworking facilities were “going rogue” with supervisors not knowing that their employees were working in a shared office space
Ten years from now, relevant work skills will be shaped by the continued rise in global connectivity, smart technology and new media, among several other drivers.
The WFS approach to predicting future careers is to first focus on what may be a problem in the future and then invent a job that will solve it. The result is thought-provoking and novel
The problem with email today is not an ever-decreasing signal-to-noise ratio. Spam filters are doing a pretty good job. And while I concede that I certainly get a lot of unimportant emails every day, I find it takes me no more than 30 minutes to clear the rubbish out. I’d rather spend my 30 minutes doing that than waste it sitting in a meeting room getting nothing done at all. And, prior to the world of email that’s what we spent our time doing. The most common phrase uttered in the 90′s across work cubicles the world over was €“ “skip the meeting, send an email.” Email emerged as the centerpiece of collaboration and workflow for good reason.”
The essence of the email problem is that a global asynchronous one-to-one/one-to-many communication system radically increases the ability of people to seek assistance, create and delegate tasks, update colleagues and coordinate activities.
The only solution, IMO, is to tackle the ballooning administration and bureaucracy overhead in organizations that is fuelling the number of emails being generated. Specifically, our criticism of email as a collaboration tool needs to shift towards the unchecked growth of bureaucracy it enables
“Last Friday I had the pleasure to deliver a keynote presentation to the McKinsey BTO team in Frankfurt.
The keynote focused on two topics:
1. How to measure the Return on Investment (RoI) by measuring the re-use of content during sales and project delivery and correlate it with the CRM Win/Lose Rate and Project Margin.
2. How to build a Social Value system – by evaluating the Social Value of users, content and metadata in social network and communities and create targeted value models to answer the question “What’s in it for me” (WIIFM).”