Leadership is about exploration, adaptation, guiding others through uncharted waters. It’s about sensing and responding quickly to the forces of change; it’s about agility.
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If you want to communicate change in your organization, be bold, act differently, and be overt.
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The future of human resources (HR) lies at the intersection of strategy, data analytics, design thinking, and a new set of practices and mindsets ushered in by the world of agile methods and organizational agility writ large.
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The modern U.S. Navy aircraft carrier is both an engineering marvel and a triumph of human organization.
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Some people, it seems, just “get it” better and faster than other people.
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“Successful organizational change,” he said, “requires analysis, diagnosis and dissatisfaction with the status quo.”
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The pool we frequent has lifeguards. But their vigilance will never match mine.
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Most executives with whom I interact get it—they know that the culture of their organization must be aligned with what it needs to accomplish in order to compete and win.
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Positive thinking is sometimes overrated. In fact, too much positive thinking can be disastrous. While optimism can help people and organizations bounce back from tough times, when allowed to dominate the psyche during good times, it can blind us to the possibility of what could go wrong.
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Like many well-intentioned executives and managers I’ve met, it’s likely that you genuinely want to engage your team; you want them to feel like active participants in the decision-making process.
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We must never forget that leadership is fundamentally about our relationships—and our effectiveness is often a function of the quality of our interactions with those around us.
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