SMALL WINS

THE POWER OF SMALL WINS By Teresa M. Amabile and Steve J. Kramer The central driver of a creative, productive performance is the quality of a person’s “inner work life.” Peoples’ “inner work lives” are the mix of emotions, motivations, and perceptions they experience throughout their workdays. The happier people are, the more interested they…

BUILD COLLABORATIVE TEAMS

EIGHT WAYS TO BUILD COLLABORATIVE TEAMS By Lynda Gratton and Tamara J. Erickson The successful execution of a major initiative requires a complex team comprised of many educated specialists from diverse backgrounds. However, while the complexity of a team may be beneficial to an initiative, it can also make collaboration extremely challenging. To maximize the…

DISCIPLINE OF TEAMS

THE DISCIPLINE OF TEAMS-By Jon R. Katzenbach and Douglas K. Smith The word “team” is often misused. Managers are quick to label a group of people a “team” because they think it is positive and motivating. They do not understand the functional differences between teams and working groups. Working groups tout individual accountability and have…

THE NEW SCIENCE OF BUILDING GREAT TEAMS

THE NEW SCIENCE OF BUILDING GREAT TEAMS By Alex “Sandy” Pentland When the MIT Human Dynamics Laboratory researchers equipped actual teams with electronic badges and recorded their collaborative behavior, the data revealed that the most important predictor of a team’s success was its communication patterns. The three critical dimensions of communication that affect team performance…

ALL OF US ARE LEADER

*Every company has hidden leaders. They are known and respected by their coworkers but not always recognized in an official capacity. Managers who can uncover and encourage hidden leaders give their companies a competitive advantage. Organizations can advance creativity, productivity, and profit by tapping in to the positive energy created by hidden leaders. *Hidden leaders…

Focus by HIDDEN LEADERS

CREATE A FOCUS ON RESULTS Hidden leaders who focus on results have two main characteristics: They take initiative and maintain a wide perspective. Different balances of these two traits combine to create different strengths or weaknesses, resulting in the following categories: *Plodder: People with low initiative and a narrow perspective tend to stick to the…

SPEED Model

Never Mind the Bosses, Robin RydeIn order for leaders to better view and scrutinize their organizations, Ryde introduces the SPEED model: 1. Symbols and signs send messages to the workforce and others. *If a stranger visited a company, he would be able to discern a high-deference organization by space symbols, such as certain offices that…

IDENTIFY HIDDEN LEADERS

Although true hidden leaders possess all four key qualities, no one leader is a perfect example of any given characteristic. Many people will have demonstrated integrity (the most crucial characteristic) and be strong in one or two other areas. These possible leaders will never live up to their potential without developing the missing characteristics. Budding…

Lead with Presence

Dynamic leaders–leaders who have¬†presence–are made, not born. This applies to both men and women. Anyone can develop and improve his or her leadership skills to become a more authentic leader whom others want to follow. However, being in a position of leadership can be particularly challenging for some women, given the cultural stereotypes and gender…

SUCCESS IS IN BELIEF

SUCCESS is in BELIEF There are several common inhibiting beliefs that people do not know they carry. People should ask themselves: *Does their fear of failure hold them back?¬†Interestingly, the most successful people also have the most failures. The difference is that successful people see failure as a teacher and a guide. They bounce back…