“Team” is a term that means something in the world of athletics, and it’s come to mean something in business, too. “Team” as it relates to sports is easy enough to understand; as it relates to business the concept is more nebulous. Is a group of staff a team, or is it merely a collection of people who happen to work for the same company? For a business team, what defines success?
By definition, a team is a group of people that has a common purpose, mission, or goal. Its members are interdependent, and they agree that they must work together and collaborate to effectively reach their goal.
Is your organization one with managers expected to keep track of rotating teams, multiple shifts, and fluid reporting structures? You are not alone! BLOOM worked in partnership with a client whose needs went beyond the traditional manager/subordinate framework. The challenge was how can I safely "open" up my employees to allow an ever changing reporting structure? This client has rotating managers who manage shift teams of specialists in a 24/7 operation.
There are four communication skills that are fundamental to any type of effective consulting: neutral observation, feedback, active listening, and exploratory inquiry. Together, they offer a formidable method of communication that can facilitate improvement in processes, in interpersonal relations, and in group dynamics.
As humans, we generally don’t have a clear, accurate self-perception because we often don’t stay focused on self-awareness activities. That tendency often gets in the way of development.
Before the economic downturn, SHRM reported in 2006 that 40% of workers were likely to change jobs when the economy turns. Has it happened? At Insight, we have used this statistic for years. What does it really mean? We believe that employees simply always want development and career advancement opportunities – no matter the times.
The role of a CEO has always been one of enormous responsibility and accountability – responsibility to employees to guide the company and accountability to the board and to shareholders to attain goals. Now CEOs must accomplish more in less time. That’s according to “A Decade of Convergence and Compression,” a special report from Booz & Company, that cites their 10-year study of CEO turnover.
A survey conducted by Barry Admon and Murray Axmith finds that many executives feel a sense of social and relational isolation due their prominent positions. According to an article in Academy of Management Executive, loneliness is specifically identified as one of the major primary health risk factors that CEOs and other business executives face.
It’s not possible to predict the future, but it certainly is practical to plan for it. That’s what scenario planning addresses: laying out possibilities, outcomes, and responses. We learn from experiences - others’ as well as our own. Two articles published in the last year by McKinsey & Company, a reputable management firm, do an excellent job of exploring the centers and edges of scenario planning.
If you’re working at change in your organization you know that it’s a long road, and one that requires companions on the journey - and a guide doesn’t hurt either. A thought leader in the world of business John P. Kotter in his book Leading Change offers eight steps that lead to real and lasting change that we recommend and support through Insight's services. They’re useful, and while we recommend the book we’ve also summarized the steps below to give you an idea of where to begin.
About a year ago Netflix posted an internal presentation that outlines their company policy of maintaining relatively few policies. Their point: value statements are all well and good, but when they’re just words on the page they guarantee nothing. What really drives success, growth, and innovation is identifying values, consistently applying and acting on them, and empowering and expecting your employees to do the same. Essentially, Netflix puts their money where their mouth is.