Getting good players is easy. Getting ‘em to play together is the hard part. Casey Stengel (American Major League Baseball coach)
Experts and collaboration do not go hand in hand. It’s tough. As the world becomes more complex, organisations construct all sorts of ways to divide us into like-minded silos. We have more specialists, each with their own way of working, language and rules. We also need more collaboration to make progress and perform better. With the right set-up, cross-boundary groups reach high levels of co-operation. We look at how to do this.
Sodexo ‘Quality of Life’ as an example of building a solid, meaningful, emotional core to driving business. Six reasons to learn from Sodexo’s approach.
The world seems to be full of ‘engagement’ experts – all focused on things we can put in place in the organisation, from better surveys, or how to use yammer, to the art of story-telling. A Forbes article called this The engagement racket: a hoax of immense proportions. It is worth stepping back to look at the original compelling research about what enables individual to be more engaged.
Margaret Heffernan’s new book on why competition so often delivers the opposite to what we intend, and why collaboration so often delivers better outcomes.
Building a delivery culture. Failure of strategy is mainly due to failure to execute effectively. Only 10% of leaders think their organisations do this well. Six common features of cultures strong at execution – all sustained with determination by leaders.
“Vision without execution is hallucination” said Edison yet only 15% of companies say they are designed and managed to execute decisions well. Seven practical solutions for turning leadership plans into effective delivery – a look at the best-researched components for success.
How to move quickly from principles to action. A practical reminder of a well-used route to identify, address and act on those key moments of high emotional energy that determine how your business engages with customers, employees, or any stakeholder.
Why people resist new plans and what we can do about it. What new research in neuroscience tells us about what causes dysfunctional reaction to new events and plans in organisations – and what leaders can do with this insight to create the conditions for successful change.
Why CEOs tell stories to spark change. Is storytelling help or hype? What Hollywood scriptdoctor Robert Mckee – and a range of other research – says about engaging people with compelling stories. Why the approach aligns with the key steps to successfully managing change.
How to use emotion and meaning to unlock the brain and engage people. “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” Four routes to building emotional response, and four ways to build meaning.