Loss of meaning, loss of passion = brown-out

In addition to burn-out and bore-out, two professional afflictions born respectively from excess of work or boredom, there is a third pathology emerging. Caused by the demotivation that is provoked when daily tasks are plagued with absurdities, this condition is known as brown-out (literally, a drop in voltage in electrical power supply). How can you…

Read more… 0

Putting a bit of agility into performance evaluations

Between now and the end of the year, 75% of European employees will have undergone an evaluation interview. And yet, if there is one thing on which everyone can agree, management and staff alike, it is that these annual reviews are often painful, even useless. Why, then, do we repeat them year after year? Arguably…

Read more… 0

Foster cooperation between your team and the rest of the company

Even when a team has a high degree of internal collaboration, its modus operandi with the rest of the company might be insular. How can you cultivate the free flow of ideas, skills and talents between your team and the rest of the organization?   1/MAKE EVERYONE’S WORK MEANINGFUL Your workers cannot possibly open up…

Read more… 0

How to diagnose conflicts in leadership teams more accurately

“I think we need a teambuilding session. There’s a lot of personal conflict and trust issues on my team.” We often hear this from CEOs and other team leaders who instinctively diagnose “personal conflicts” or “lack of trust” when their team derails. Before you jump to such a conclusion, there are four issues you need…

Read more… 0

What’s the problem with collaboration on your team?

Effective collaboration drives revenue and customer satisfaction and acts as a buffer against economic downturn. But it’s a means to an end that, unless skillfully managed, can cost you and your teams precious resources without achieving its intended results.   “While there are many feel-good arguments in favor of collaboration, the real justification for effective…

Read more… 0

Three different types of “superbosses”

Try out the specific strategies of the world’s most renowned talent developers – people who have demonstrated a consistent, rare ability to hire and hone talent into top performers   Though an incredibly diverse group, Finkelstein says that superbosses tend to fit into one of the three following categories:   • Glorious bastards care about…

Read more… 0

Sydney Finkelstein: What It Takes to Be a Superboss [video]

A 7-minute video interview of Superbosses author Sydney Finkelstein by Harvard Business Review senior editor, Alison Beard, about what sets superbosses apart from « mere, mortal managers » and the teachable lessons around how they consistently develop talent into top performers.   What It Takes to Be a Superboss – Sydney Finkelstein – HBR Video…

Read more… 0

What it takes to develop performers

To empower the talent and skills development of your teams, why not try out the specific strategies of the world’s most renowned talent developers – people who have demonstrated a consistent, rare ability to hire and hone talent into top performers. The fast pace of change today renders skillsets obsolete at unprecedented speeds. Formal talent…

Read more… 0

Teleworking requires more trusting relationships

“Leaders love teleworking as, among other things, it means they can save money by limiting the number of offices needed. And employees love it because it helps them improve their work-life balance”.   So why has telework been so slow to take off? Because, despite the rhetoric, many line managers are reluctant to give their…

Read more… 0

Companies and Game of Thrones: similar battles?

Consultant and management coach, Jacques Arnol-Stephan offers a simple interpretive key to facilitate the systemic analysis of an organization and the relationships within it. For him, the sources of conflict are limited to three main archetypes:   • The war of ideologies, including conflicts between professions (sales vs. Support functions for example), but also between…

Read more… 0