The term “ecosystem” keeps popping up in the sphere of descriptors for New Ways of Working. “The Power of Ecosystems” was even the theme of the Global Peter Drucker Conference 2019 – and I can clearly see why that word and pattern is emerging: In a networked business world, we need to understand the dynamics of our teams and the interactions between them. This has a superb analogy to the nature of ecosystems.
If you want to engage your peers, your managers or your colleagues in leadership activities, you need to establish a mutual engagement and willingness to do so. That starts with a good understanding of the challenge you are tackling – or the opportunity you want to exploit. And that starts with analyzing it, so that you can convey the message and start the change.
Oh, the classic department meeting. So tedious and boring. But wait, it does not have to be. If you rearrange the elements of the meeting, then the flow and the mood of the meeting changes. Here is how to do that: Purpose, People, Progress, and Profit.
Longer leadership development programs are rewarding for two not-so-obvious reasons: Reflection and psychological safety.
This is the second part of a two-piece blog post about modern people leadership, about the rhythm and daily mechanisms of modern people leadership
This is the first part of a two-piece blog post about modern people leadership, describing the frame for your work and collaboration.
What happens when you insist on a modern, flat, teal organization in Dubai? Pingala has done it, successfully. Their culture is their product.
How can organizations create an age diverse workplace, where younger and older generations thrive and learn from each other?
What defines generational behavior? How has technology has impacted generations? Here are three things to focus on when leading agross generations.
Roboboss? What are the politicians and research? What is high-tech and high-touch, and why must need to split management and leadership?
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