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The digital revolution not only opens up new opportunities for how organisations arrange work and structure themselves, but it also necessitates new ways of working and leading high performing teams…
The digital revolution not only opens up new opportunities for how organisations arrange work and structure themselves, but it also necessitates new ways of working and leading high performing teams…
When the Chinese talk about Crisis, they talk about Danger and Opportunity. Sometimes we miss the latter because we are so captivated by the former.
Therefore, let’s discuss the chances and opportunities we have now to redefine our future. Let’s just think about one not completely new topic: working from home.…
During my time at one public service organisation in Singapore, I recognised one day that I had a problem calling my staff by their name. Even worse, I did not know anything about my more junior level officers. Of course, I met my managers and deputies quite often. But, some of the executives I did not have any chance to engage in a chat with.…
By using the SBI technique, the feedback is rather focusing on facts – neither on person nor on assumptions. This helps to make it less threatening and easier to digest. It goes like that: Specify the Situation, describe the Behaviour, state the Impact of the Behaviour. See some examples here……
Coaching is about believing in someone and then taking action to help that person to be his or her very best. Some months ago, the managing director of an MNC…
Not continuous improvement nor innovation have to start with massive initiatives. To the contrary, it needs to be part of the DNA of an organisation if you want to ensure that your aforementioned initiative is successful and lasting. …
In a coaching or mentoring relationship, finding the right moment for performing the coaching is critical. Often, coaching attempts go wrong because the moment is just not right. But, how do you know whether it is a good time for coaching? Just ask yourself whether you have the right essentials for coaching someone.…
Some twenty years ago, just after I was hired by General Electric Capital and tasked to implement something as strange to a bank as continuous improvement in their newly acquired, yet dusty German banking environment, life was not walk in the park anymore. Gaining the skills for the new job with the help of the outstanding GE Capital people development engine was challenging but rewarding. But I never learned about Management by Walking About (MBWA).
When I joined General Electric Capital many years ago, I asked them why they would hire an engineer with no prior banking knowledge. The answer was quite a pleasant surprise: “We have enough people who understand banking. Unfortunately, we do not have those with a process mind-set.”
Now I know, banking is a productivity gold mine.…
“Bob is not doing his job. Always mistakes. What should I do with him?”
“Mary has messed up our relationship with a key client. I had to step in to save the day.”
Having done a multitude of projects in all kinds of private and public organisations, we have frequently encountered these and other remarks by managers about their staff.
At some point in a mentoring relationship, the need for a difficult conversation will arise. Whereas every conflict is different, and there is no one-size-fits-all advice, there tend to be patterns to what goes wrong, and what helps. …
There are always excuses for not doing things. Can we instead try to find reasons for doing things such as being on time? Our co-workers would thank us for it. Remember, behaviour is contagious. Is yours worth catching?…
“Uwe, what is your career vision?” was Steve’s first question during my job interview many years ago. As a German I was not really prepared for this kind of question. …
When you agree to mentor another person, you offer to help someone in his/her development in the organisation. By mentoring, you have no agenda of your own and thus you are able to create a safe arena within which to develop a trusting relationship.
Mentoring is not always easy and as natural as we expect. Here are some tips on how not to disserve your mentee.…
“People leave bad managers, not companies …,” is one of the results of a famous Gallup survey at corporations in the US. This does not mean we have “bad” people as managers. It rather means that not every high-performing employee is really suitable for a managerial position. Other surveys have shown that less than 30% of high performers have the ability to do well as supervisor.
Architect of High-Performing Organisations
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