Reflecting on 2010, one of the things I am particularly thankful for is the opportunity to get involved with the amazing folks in the MIX community. I made my first contribution in July and starting blogging regularly on the site in November as a Moonshot Guide focusing on the Enable Communities of...
Inspired by Gary Hamel's "The Future of Management", I facilitated the transformation of one of my company's business units from a 20th century hierarchical
A stressed out small businessman learns, the hard way, the importance of a work place where people are energized and motivated by working the way that works for them.
Here’s a story how a small team tried to bring the best of both worlds together in a complex, corporate setup – effective processes and a humane environment that reaches deep into personal traits.&nbs
What if you could have strong ties of trust within your organization? What if you didn’t miss opportunities to add value because you are always in the know? Let’s put down our copies
Increasing trust and reducing fear has a causal relationship to the meritocratic organization coupled to strong internal leadership. Trust and fear is indicative of xenophobia endemic to the fir
As a reverse fairy tale for the CEO set, the reality television program Undercover Boss is fascinating, not so much in the witness-to-a-train- wreck mode of the rest of the genre, but because it is so revealing of our conflicted relationship with "the boss." The premise of the show—that the only way to get a clue about what's really going on in his (or her) organization, is for the boss to go undercover on the front lines—is all too often the actual reality in organizations of any size. Yet, at the same time, the view of the boss as the ultimate authority with the heroic power to swoop in and save the day—whether that means paying down a mortgage, granting an instant promotion, or banishing a reviled policy—holds sway in real life as well as on "reality" TV.
