A poorly designed job can work against even the most dedicated employee, setting the person up to fail. Robert Simons explains how to gauge whether an employee’s position offers the right mix of organizational support and responsibility.
Startups and established pollsters alike are working to bring the employee-engagement survey into the age of smartphones and big data.
Executives can view political moves as dirty and will try to distance themselves from those activities. However, what they find hard to acknowledge is that such activities can be for the welfare of the organization and its members. Thus, the first step to feeling comfortable with politics requires that executives are equipped with a reliable map of the political landscape and an understanding of the … [ Read more ]
A strong sense of conviction can both encourage and discourage people from speaking out.
Google research shows that those who rigidly separate their personal and work lives are significantly happier about their well-being than those who tend to blur the lines between the two.
Many executives believe organizational change is an inherently messy, chaotic process. Without a doubt, change can derail business. But that’s because leaders have been managing it using faulty assumptions and outdated mental models. Learn how today’s wealth of data and powerful analytics capabilities have uncovered predictable patterns of how organizational change unfolds.
During my 15 years of managing talent as dean of the Rotman School of Management, and previously as cohead of Monitor, I have managed some of the best and brightest in professorial talent and the strategy consulting industry worldwide. Over this combined quarter-century of experience, I developed three rules for managing top-end talent.
Some incentive schemes encourage hard work—others reward those who game the system.
To promote ethical behavior, firms should emphasize community, not only consequences.
Effective teams don’t just happen — you design them. And two of the most important elements of that design are a) the degree to which team members are interdependent — where they need to rely on each other to accomplish the team task, and b) how you’ll actually coordinate that interdependence.
The holy grail of today’s workplace is high employee engagement. Many companies are investing heavily to identify what leads to high engagement in order to motivate employees, thereby increasing their happiness and productivity.We think this is important. But based on our research with several large companies, we want to offer a word of caution: senior leadership needs to invest more into creating a culture of … [ Read more ]
Companies have perfected collecting data on consumers to boost sales and customer loyalty. But to date, they have had little insight into how employees interact with each other and what makes them happy or successful at work. A new generation of emerging technologies promises to change that. Boosting EQ as well as IQ. Resulting in a much more engaged, more productive workplace.
Instead of letting your company become a corporate version of “The Hunger Games,” leadership should do the responsible thing: actively prioritize behavior that’s congruent with company values.
A new book shows how you can create a better team by recognizing people’s needs to stand out, fit in, and shape their identities.
Although diversity and inclusion training is prevalent in corporate America, its impact is inconsistent. According to the evidence, sometimes the programs even have the opposite effect of what they intend. One 2016 study of 830 mandatory diversity training programs found that they often triggered a strong backlash against the ideas they promoted. “Trainers tell us that people often respond to compulsory courses with anger and … [ Read more ]
While personality differences between leaders are to be expected, a major shift can create difficulty in adjustment for everyone involved.
You have more power than you think—here’s how to harness it.
There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader.
Is higher EQ always beneficial? Although the downside of higher EQ remains largely unexplored, there are many reasons for being cautious about a one-size-fits-all or higher-is-always-better take on EQ. Most things are better in moderation, and there is a downside to every human trait.
Teams, not individuals, are the future of work. As organizations mobilize to solve increasingly complex problems at an ever faster pace, cooperation and trust between employees has become paramount. But how do you move teammates from collegial behavior to true collaboration? By building their empathy and compassion.