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Most recent articles

6 Types of Toxic CEOs that are Destined for Failure

Posted by on Jul 30, 2014 in Business, Featured, Leadership | 0 comments

Being the CEO is a delicate balancing act between giving the customers what they say they want, giving the customers what they really need, making bold decisions, and holding on to the company’s core values. A CEO can generate more press through his actions than a quarterly report ever could. Therefore I dare every CEO out there to ask him/herself one question, what type of CEO do you want to be? Take a look at this infographic by which details six types of toxic CEOs that are destined for failure.

7 Powerful Motivators to Improve Workplace Performance

Posted by on Jul 30, 2014 in Communication, Culture, Engagement, Featured, Leadership, Recognition | 2 comments

A recent research study of 200,000 plus individuals concluded that 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving. When employees don’t feel valued for who they are or what they bring to the workplace, they disengage and often leave. Disengaged employees have a negative impact on the work environment. Turnover is disruptive and costly to companies, and it’s also disruptive to all the individuals involved – to those who leave and to those who stay behind. The statistic is disheartening – but the condition is easily preventable.

The Three Evils of An Old School Workplace

Posted by on Jul 29, 2014 in Business, Culture, Engagement, Featured, Leadership | 2 comments

Does your company’s work save your workers from boredom? Or have you dumbed it down so much that even a monkey would yawn?

Does your company’s work save your employees from vice? Or is the work itself a vice, as your whole organization swindles your customers, deceives your recruits, and outsmarts the communities in which you operate?

Does your company’s work save your workers from need? Or are their jobs actually J.O.B.s – as in, Just Over Broke?

The Era of Average is Over – 4 Insights How NOT to get Left Behind

Posted by on Jul 29, 2014 in Business, Featured, Leadership, Strategy, Talent | 0 comments

In the past 30 years, millions of people have lost their jobs to the rise of computerized automation, technology and robots offering unparalleled efficiency, reliability and performance benefits. Experts state that we are at the crucial tipping point often referred to as the ‘great decoupling’, with economic growth for the first time not followed by a similar increase in job creation. Bold predictions state that a robot journalist could win a Pulitzer within 5 years, that all human work will be fully outsourced to robots by 2045 and that humans can even fall in love with and marry robots by 2050.

Why Followership is the New Leadership

Posted by on Jul 28, 2014 in Engagement, Featured, Future of Leadership, Leadership, Strategy | 1 comment

Followership is essential to efficient operations and administration. There is zero time (or extra capital) for backstabbing, drama, or dishonest agendas. True teamwork and innovation require transparent, unbiased, on-point followership via every desk in the organization. In Col. Larry Donnithorne’s classic, “The West Point Way,” followership is expertly defined in three ways

Lead with an Intergenerational Mindset

Posted by on Jul 28, 2014 in Business, Culture, Engagement, Featured, Inspirational, Leadership | 0 comments

Ted Coiné posted a quiz to see if we are all Millennials. Ted made some excellent points, and his challenge sparked a thought. Aren’t we all generations? If not, shouldn’t we be? The reality is we are a sum of all generations, and we should be. Each generation has fought battles, won, failed, learned, invented, wrote, led, and tried to leave a better place than those before them. We need to embrace the lessons from each generation.

The Top 10 Reasons To Be Trustworthy

Posted by on Jul 27, 2014 in Business, Culture, Engagement, Featured, Future of Leadership, Leadership | 0 comments

“Be Trustworthy: Act with integrity and always keep your word.” Sounds fairly straightforward, doesn’t it? And to many of us, this is our default position already; being trustworthy is a matter of pride. But we can all probably think of a person right now who could use a couple of reasons to behave in a more honorable manner, huh? For that shifty schemer in everyone’s life, our friend Barbara Kimmel came up with this terrific list of ten reasons to be trustworthy…

How to Juggle Your Business to Success

Posted by on Jul 26, 2014 in Business, Featured, Leadership, Strategy | 0 comments

The day-to-day operations of any organization can be a bit like juggling – the right hand needs to know what the left is doing, and the body in the middle has to coordinate the entire process. While it may be possible to keep everything in motion, without proper synchronicity things can only stay that way for a short amount of time before balls start to drop. In companies, marketing and finance often play the role of the two hands.

Leadership Ethics: It Doesn’t Depend

Posted by on Jul 24, 2014 in Business, Culture, Engagement, Featured, Leadership | 0 comments

Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say “Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.

Ethics today save you money tomorrow. But that’s not all.

The Secret to Feeling More Powerful

Posted by on Jul 23, 2014 in Communication, Culture, Engagement, Featured, Leadership | 1 comment

We all want to feel powerful. But is there a shortcut we can take to get there? We all know some roles are more powerful than others. Managers, CEOs and leaders usually feel more powerful than their employees or their followers since they are the ones who control promotions, salaries, hiring and firing of their less powerful subordinates. Studies have shown that when a person feels powerful it activates certain behaviors and cognitions.

Holacracy: Putting Employees in the Driver’s Seat

Posted by on Jul 23, 2014 in Business, Culture, Engagement, Featured, Leadership | 0 comments

Holacracy as an organizational method assumes that all employees are capable of working in flat teams, called ‘circles’ that are self-regulating. Authority and decision-making are distributed throughout these circles; managers and executives are no longer placed in a pedestal.

In a Holacracy, the organization puts emphasis on iterative governance, adaptive processes, and self-organization – and puts the employees comfortably in the driver’s seat.

Using Customer Service as a Competitive Differentiator

Posted by on Jul 22, 2014 in Business, Customer Service, Engagement, Featured, Leadership | 0 comments

It is my opinion that delivering consistently superior customer service is one of the ONLY competitive differentiators left for most businesses and should be a key area of strategic focus by the leader. In this video I will share with you several important ideas around how to build a culture of delivering great customer service to drive higher levels of success in your business.

3 Things you Forgot About Motivating People

Posted by on Jul 21, 2014 in Business, Communication, Culture, Featured, Leadership, Recognition | 0 comments

When we think about motivation we tend to imagine people bounding around, smiling and excited to make things happen. That’s not a bad thing, but it’s not much of a recipe for long-term productivity in a work place. While I’m all for a healthy dose of inspiration, there are three things which are completely underestimated in their ability to motivate employees, and all available without delivering a stirring speech.

From Control to Trust – Unleash the Rebels!

Posted by on Jul 20, 2014 in Business, Culture, Engagement, Featured, Future of Leadership | 3 comments

“He is totally out of control; always questioning why we do things, coming up with strange and silly ideas of how we could do things differently and showing little respect for authorities, and our well-established routines, rules and traditions. On a number of occasions he has even initiated new activities without asking for my permission. “Thank you, that is exactly what I suspected,” I answered, hung up and then called the candidate and told him that the job was his.