"Far too many business leaders are... failing to put the necessary muscle behind efforts to promote more women... it is a 3-legged solution: men, women, and organization all have a part to play... there are four things organizations corporate leaders can do to finally, after decades of talk, actually get something done:"

How many meetings did you attend last week that lacked a specific agenda, started late, and then ended late? How often did you attend a meeting without knowing why you were even there? How many meetings actually resulted in a new idea or an actionable decision? - 3 Steps Toward More Efficient And Valuable Meetings | Fast Company | Business + In…

"In the next five years, millennials will make up half the workforce and 75% of it by 2025... We want to contribute to building something great... with meaning. We’re also talented, driven, and have really high expectations for the companies we join and the type of work we engage in... companies need to ask us what we think and how we feel. Unf…

If you ever wondered why meetings so often lead to the wrong decision ... "... we are wired in certain ways ... that can block groups from processing information effectively, which leads to bad decisions... Gilbert explains how to use diversity and inclusion to get better results from product ideation efforts... One of the most fundamental …

"In a time of unprecedented challenge, leaders don't just need to lead their companies. They also need to lead themselves. They need strategies for improving their effectiveness while sustaining a sense of professional well-being... In order to survive and thrive, leaders can't just go about business as usual. Business isn't "usual" anymore. It's …

"The problems that most resist solutions are system problems. In a system problem, if you’re part of the system, you’re part of the problem. This illusion of objectivity is often particularly acute in senior leaders, because there’s a tendency for people to tell them what they want to hear." - If you’re part of the system, you’re part of the pr…

"companies are hungry to build employee engagement. At the same time, managers struggle to figure out what works and are reluctant to hand over any autonomy...talent management processes often enforce conformity, legitimize mediocrity and penalize failed attempts at innovative thinking. four Deloitte LLP offices in India... initiated a contest. E…

"Stacy sits down with Google Ventures to share her perspectives on startup hiring, leadership, and more." Also a good example of video journalism, but a comparison between total Reads (as measured usign Medium's womderful metrics) vs number of views of the embedded videos - i.e., do people watch them, or just read the textual summaries? - Manage…

"Generation Z (born starting in the mid-90s to the early ’00s... are poised to be somewhat different from the millennials... Filling the talent pipeline has never been so critical now that the United States is facing a skills gap in most industries. Even if you’re a small operation, you can still have a Gen Z internship program. These children ar…

"While traditional strategy calls for rigorous analysis and critical thinking, design thinking espouses ‘thinking by doing’. The key is to find the sweet spot between the two approaches." Nice exploration of overthinking vs. underthinking: "... overthinking — aka ‘death by analysis’. An obsession with minimizing risk leads to the inability to ma…

"There has been a strong increase in the proportion of workers that are disengaged in the past five years, perhaps doubling ... the costs of this disengagement can be very high... remote workers - those that work somewhere other than where their boss works - are more engaged.... when workers are remote, the leader's behaviors change, and that .…

" the 3D Workforce: Distributed, Decentralized, and Discontinuous... is really a 4D workforce, however, because these is a fourth factor: Disengagement." Good overview of some recent research, with some conclusions such as: "...as companies become more fast and loose with the transition to social business models of operations, employee engag…

"most digital transformation deployments fall into the 'deploy and pray' category, a minority address known pain points and use cases, whilst only about 20% of projects involve a concerted organisation-wide roll-out aimed at creating a connected company. ... paradigm shift is needed to go beyond just adopting social technologies towards creating a…

"Much of what social collaboration tools are designed to support is shallow work, and the stuff of managerial oversight... deep productivity comes from supporting deep work - cognitively demanding activities that leverage our training to generate rare and valuable results, and that push our abilities to continually improve - trying to support…

An excellent tour of management structures from hierarchy to holacracy, with some criticisms of the latter: "Hierarchies do authority incredibly well... but have some big flaws. They become slow, with decisions taking an eternity to pass up and down the ranks. Innovation from the edges is stifled by top-down control and bureaucracy.... So in the…

"The future of work is screwed. It's being built upon a foundation of legacy thinking and outdated value systems. Instead, the future of work should start with a reboot in company culture and employee engagement." The 10 reasons are both cutting and funny and worth a read. To dig deeper, there's even a free report, summarised in text & video. K…

"There is no shortage of stories about companies that create amazing innovations with digital technology ... the software, media and technology industries ... account for less than 10% of the U.S. economy. What about the other 90%? We studied more than 400 large companies ... in every industry, companies are doing exciting things with digital te…

"Who says innovation is only for start-ups? In these interviews, the heads of three large, established companies—Intuit, Idealab, and Autodesk— argue there’s no reason big players can’t develop the next big thing... how it can remove roadblocks to experimentation, and the merits of creating its very own idea incubators. "one thing that’s made the…

"When you think about a company with no managers there’s a good chance your mind drifts to stories of chaotic “meritocracies”, bro-y cultures, and HR disasters. Whereas we value mentorship and coaching, continuous self-improvement, and strive to make sure everyone feels safe and supported. ... That said, we do think there are problems with tradit…

"Advancement in digital technologies has disrupted everything, including leadership styles ... Employees want more ownership rather than to follow instruction; customers want to participate in the marketing and development process; and leaders are finding that open and agile organizations are able to maneuver more effectively ..." Not just platit…

"decision makers get stuck in a memory loop and can only predict the future as a reflection of the past... A way around... is a speed-dating version of scenario planning, one that takes hours rather than months... get participants out of their usual frame of reference, opening their eyes to a possible future that would require very different type…

This one's a mustread, helping you identify and understand all four 'Dark Tetrad' personality types (everyday sadists, narcissists, Machiavellians & psychopaths). Useful not just for navigating your own organisation, but also that of your client ... "Blessed with a surfeit of confidence and knack for lying, they dazzle in interviews, make great…

How industrial-era management structures hinder work today: "The industrial era approach to getting something done is to first create an organization ... metaphorically still a picture of walls defining who is inside and who is outside a particular box.... This way of thinking was acceptable in repetitive work ... As a result, organizational des…

"In a previous post, I outlined the benefits of Five Whys... Today, I want to talk about the mechanics of Five Whys in greater detail." - Lessons Learned: How to conduct a Five Whys root cause analysis

"I have come to believe that this technique should be used for all kinds of defects ... we use the defect as an opportunity to find out what's wrong with our process, and make a small adjustment. By continuously adjusting, we eventually build up a robust series of defenses that prevent problems from happening.... breaking down the "time/quality/c…

"The Five Whys technique was developed and fine-tuned within the Toyota Motor Corporation as a critical component of its problem-solving training... "by repeating why five times, the nature of the problem as well as its solution becomes clear." ... dig into each problem that arose until they found the root cause. "Observe the production floor w…

A timely and interesting article... "Gossip is an effective way of achieving these goals in an unhealthy social system. People engage in gossip when they lack trust or efficacy. We become consumers of gossip when we don’t trust formal channels... We become purveyors of it when we feel we can’t raise sensitive issues more directly... The problem w…

Excellent intro to "Contextual intelligence: the ability to understand the limits of our knowledge and to adapt that knowledge to an environment different from the one in which it was developed. ... The most difficult work is often the “soft” work of adjusting mental models, learning to differentiate between universal principles and their specifi…

" What was simply needed was to tweak the ‘rules of the game’ and to incentivize the right people so as to drive the right behaviors. In other words, by turning a predictable work process that had always led to the corresponding predictable sub-optimal outcomes into something fresh that talked to people’s EQ, we managed to make ‘work as natural as…

"businesses ... can, without realizing it, generate an environment hostile to innovation... frontline business units... are optimized to relatively short-term goals that are anchored in what they are currently doing or selling rather than in what they could be doing differently. As a result, line managers instinctively reject innovations that won…