Strategy execution is really hard. It’s difficult to focus on everything that needs to be done to keep the business running smoothly meeting key objectives, while still minding the store to make sure the people within it are engaged, productive, and clear on what they should be doing to contribute to the business.
Kenexa’s research shows the HR function has become too distanced from the employee population, leading to a misunderstanding of where the employee mindset truly is.
Staffing can be tough. It takes a lot of effort and investment on the part of an organization to find the right person for the job you’re trying to fill. So once you’ve put in all of that hard work, you want to make sure it was not all in vain.
If your leaders aren’t clear and aligned, then it’s nearly impossible for the rest of the people in the business to do their jobs successfully is an often-overlooked part of strategy execution.
The vast waste of human talent, organizational capabilities, and corporate assets is nothing short of a crisis for companies and a critical call for changing the way we work together, at work.
Owning the whole creates a significant difference between organizations successfully executing on strategies and those struggling to realize the intended results.
The cycle of briefing, executing, and debriefing is important to football teams, the military, and to your business. These learning cycles are key for employee growth.
People want to give to help create joy, to make a difference, and to be a part of something bigger than themselves.
There is a fundamental flaw in the traditional mindset of “getting people to training” and a “learning process".
When allocating training dollars, don’t overlook your managers’ and supervisors’ needs. If they aren’t excellent people-leaders, what are the consequences for your employees? Here’s why you need to focus one step up from the frontline.
Organizations that “win” have some unwavering principles that guide the way they lead the strategic change process.
I’ve always admired George, and I’m continually impressed by the forward-thinking leadership tenets he demonstrated to first his troops and then to his new country.
What does “success” mean to your employees? The answer may surprise you!
These days it seems like everyone wants to be the Four Seasons or the Apple of their industry. With less demand and fewer potential customers in the marketplace, attracting and retaining customers is more important than ever.
Are you in the trenches working on the day-to-day or above visualizing the future? If you are in the trenches, who's creating the future?
Getting an employee engaged and excited about his work is a lot like being a construction worker on Extreme Makeover Home Edition. Both will want to make sure they did everything in their power to achieve the best result for the 'client'.