Mastering the paradoxes of high performing teams

Do you face the challenge of building and leading a new team? Revitalizing a stagnant one? No matter the context, Robert Shaw invites you to consider the key paradoxes mastered by teams at cutting-edge companies including Alibaba, Netflix, and Zappos!   When they operate well, teams provide companies with significant competitive advantage, which is why…

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Evaluating your leadership team in 7 questions

Jacques Neatby has long specialized in supporting executive teams which has led him to develop a tool to diagnose the effectiveness of such teams. Via seven questions, this tool summarily covers the three key dimensions of executive team effectiveness: strategic alignment, the presence of constructive conflicts and the capacity to collaborate.   Very few executives…

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Experience: the new heart of value creation

Value creation is no longer about having a technological advantage or how much you spend on marketing. It’s about the quality of the experiences that a company gives its customers, employees and all its stakeholders. From Airbnb to PSA to P&G, many leaders are transforming the way they design their offers and manage their teams….

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Leading with influence at Medica [interview]

American physician and executive Alan Spiro is a compelling advocate for ethical influence. He helped to build one company using an influence model and is now working to transform another using the same principles.   “As a care management executive, I have spent the past 25 years figuring out how to systematize influence into effective,…

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Influence and persuasion: a question of timing

Are you aware that it is in the moments immediately before you state your appeals that people largely decide whether they will say yes or no to you? To help you increase your influence, Robert Cialdini explains how to increase your chances of persuasive success in those critical few moments with what he calls the…

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HD-Sydsvenskan tackles corporate stupidity [interview]

Most corporate cultures reward employees who seek to please superiors by agreeing with everything rather than challenging decisions. The problem is that such cultures give rise to organizational stupidity. According to Pontus Bodelsson, CEO of the Swedish media group HD-Sydsvenskan, the solution is to work to instead develop a culture of questioning. When Pontus Bodelsson…

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Here are 5 not-to-miss articles published in February! Topics covered include caring leader, productivity and efficiency, empathy, recruitment and more…

Here are five articles that stood out this month for their originality, relevance, and/or analysis. Happy reading! Economy & Society “The Corporate Implications of Longer Lives“ (MITSloan) People are living longer and working longer – but few organizations have come to grips with the opportunities and challenges that greater longevity brings. Leadership “The Caring Leader”…

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Dare to be messy: tapping an unrecognized source of creativity and resilience!

“Few people are willing to take the messy path if a tidier approach of organizing, preparing, and coordinating looks like it might deliver victory,” writes celebrated economist and author Tim Harford. And yet, he argues, creativity and resilience relies on “human messiness.” “In our organizations, politics, marketplaces and personal lives, we continue to enjoy the…

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Organizational stupidity: why you lose your critical thinking skills

Organizational stupidity can translate into a dangerous sense of futility that prompts even the brightest employees to abandon objectivity and silently accept absurd tasks. Organizational stupidity is a common hazard in many companies but — paradoxically enough — it can prove useful to maintaining a certain degree of cohesion. How can we explain the upsurge…

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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…

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