Instead of talking about principles, we spend a lot of time talking about rules: "Do this, do it this way, don't do that." When our rules don't cover everything, we're lost. We don't know what to do. Generally, the reaction is to create more rules.
Integrity: Sometimes we wonder if it exists anywhere anymore. The news can make us so jaded that we're surprised when we hear that someone has actually done the right thing.
Are you being an antisocial leader? If you opt out of being social, how will you know what your consumers want from you? Said differently, if you are not involved in the conversation, how can you listen?
It makes good business sense to build more powerful employee engagement. Although it's impossible to do everything your team wants, there are plenty of ways to get your team more engaged in their work so they become more positive and you'll retain them longer.
Most conflict occurs because of a lack of clarity in communication, so I feel it is important to address here. Expect conflict. Learn to deal with it. Anytime there's more than one person, you're bound to find conflict. It's only natural. We all have separate backgrounds, different tendencies, and unique perspectives. It's no surprise we disagree from time to time.
Amazon is the largest online retailer in the world. But in 1995, when the company launched, it was an online book retailer. The key to Amazon's success? Founder Jeff Bezos. His unique managing style has spurred company evolution and innovation since its birth.
Business results are the ultimate outcome. If you set your goal to develop engaged employees who create loyal customers, then your organization will be resistant to competitive pressures and deliver stronger business results, more efficiently.
Few things are as frustrating as working for a manager who gives you an annual review and tells you all the things she thinks you should have been doing during the past year. How is this information helpful now? The year is over. Why weren't these expectations expressed earlier?
The ability to take a team from "getting the job done" to "surpassing every goal and expectation with flying colors" requires an understanding of the difference between what it means to manage a group of people and lead a group of people. For as many individuals that are leaders, there are almost as many ways to lead.
At the MIT Center of Collective Intelligence, professors and graduate students are wrestling with an important opportunity—and gaining ground. With new collaborative tools available for use in the cloud, people are no longer isolated in their creative endeavors.