Back in April this year I wrote a blog about a programme we drove in Europe last fiscal year called Reverse Mentoring, where a senior employee is also mentored by the junior employee. All of our 31 mentors and 31 mentees have now reached the end of the programme and I’d like to share with you their feedback – what they enjoyed, what worked well and what we can improve upon in the future. Read More »
Providing good feedback does not occur naturally or by default. To provide effective feedback, leaders must learn, develop, and cultivate fundamental skills. Organizations that do not address these fundamental skills risk creating an environment where people fail to observe, reflect and self-correct their behavior.
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In 1998, Fast Company wrote an article on employee feedback and over ten years ago managers faced the same problems:
Too many leaders still treat feedback as a once-a-year event, rather than an ongoing discipline. “Doing annual appraisals is like dieting only on your birthday and wondering why you’re not losing weight,” cracks Saunier. Too many leaders confuse feedback with paperwork. “Filling out a form is inspection, not feedback,” says Kelly Allan, senior associate of Kelly Allan Associates Ltd., a consulting firm based in Columbus, Ohio whose clients have included Boeing, Paramount Pictures, and IBM. “History has taught us that relying on inspections is costly, improves nothing for very long, and makes the organization less competitive.”
Why is giving feedback so difficult? Read More »
Today, we are featuring a guest post from Sara Roberts, President and CEO of Roberts Golden Consulting, Inc. She is known for her expertise in large-scale transformation, particularly in driving culture change for enterprise innovation and collaboration, and has provided strategic guidance to dozens of the world’s top global companies over the past 15 years.
Navigating in today’s workplace can be disorienting. It seems that the minute we reorganize, restructure, merge, shift… we need to do it yet again to keep up with new demands. We lament, when are things ever going to be normal again? Things are changing so fast. We can’t possibly keep up!
In our organizations, we often point to ‘agility’ as critical to our success – yet the ironic part is that our organizations are still trying to command and control our way into being more nimble.
What exactly is going on? For starters, witness the last twenty years. There’s been an explosion of vastly more information, globalization resulting in larger and farther-flung teams and, not to mention, greater competition coming from unexpected and untraditional sources. Think: NetFlix and how Blockbuster didn’t see it coming. There has been a serious tectonic shift and our companies are at the epicenter.
In our organizations, we often point to ‘agility’ as critical to our success – yet the ironic part is that our organizations are still trying to command and control our way into being more nimble. Often times we don’t fully realize that these old hierarchical structures, we’re holding steadfastly to, are unable to process information quickly enough to make the necessary day-to-day business decisions. We think we can simply optimize to do it better, faster and cheaper but in reality, we need a transformation in our workplaces.
As I was writing this last paragraph, it made me think of a cognitive behavioral theory I recently read about, called “path dependence.” This term refers to the notion that “something that seems normal or inevitable today began with a choice that made sense at a particular time in the past, but survived despite the eclipse of the justification for that choice.” For instance, typewriters used to jam if people typed too fast, so the manufacturers designed a keyboard that would slow typists. We no longer have typewriters, but we are stuck with the letter arrangements of the qwerty keyboard.
Let’s ask ourselves: do we really want to be stuck with qwerty organizations?
On April 20, Ken Blanchard, founder of the Ken Blanchard Companies will host a free WebEx called, “Healing the Wounded Organization,” aimed at helping companies recover from the last few years of cut-backs, realignments and more.
If your organization is like most, you’ve been through a lot the last two years. Layoffs mean friends were let go, teams reshaped, and everyone is doing more with less. Your organization has weathered the storm, but not without its share of cuts and bruises—especially to the human side of the organization.
A successful business is about more than operations.
During this WebEx, best-selling business author Ken Blanchard shares three key strategies Read More »
Telepresence and videoconferencing services (both hosted and managed) will reach a whopping $1.2 billion(US) worldwide by 2016, according to ABI Research.
Cisco partner Tata Communications is riding that wave and shares insights in a recent FastChat video with MSPmentor Editorial Director Joe Panettieri.
In the video below, Joe interviews Greg Brophy, Director of Product Management at Tata. Greg shares ways that the company is using the cloud to help its customers connect globally using Cisco’s TelePresence technology. He also shares a recent customer win and what he sees are key trends among his customer base.
Wondering how can you plug into Tata Communications’ infrastructure? Read More »