When everything seems focused on numbers – dollar signs, production output, development timelines – some organizations focus even more tightly on digits. It’s a logical reaction, but a risky one if it’s at the expense (so to speak) of human aspects like employee engagement.
Employees are consistent when asked what contributes most to their satisfaction, according to research from BlessingWhite: Among eight options, nearly 50% put their top two choices as “more opportunities to do what I do best” and “career development opportunities and training.” The lower their engagement level, the higher they rank “greater clarity about what the organization needs me to do,” which supports related findings, including:
- Trust in executives appears to have more than twice the impact on engagement than trust in immediate managers.
- Executives have to demonstrate consistency in words and actions, communicate often in depth, and align business practices and behaviors throughout the organization.
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Tags: collaboration, collaboration use cases, employee engagement, leadership, online training, teleworkers
Last night, Cisco was honored by the World Affairs Council of Washington, D.C. for its leadership role in worldwide education. Cisco Chairman and CEO John Chambers received the “Global Education Award“ in recognition of Cisco’s “worldwide commitment to social responsibility, knowledge transfer, learning, and education.“
Tae Yoo, Cisco’s Senior Vice President of Corporate Affairs, accepted the award on John’s behalf. Tae leads Cisco’s social investment programs in education, healthcare, critical human needs, and economic development.
Dr. Steven Knapp, President of George Washington University, presents the World Affairs Council Global Education Award to Cisco Senior Vice President Tae Yoo on behalf of Cisco Chairman & CEO John Chambers
More than 1000 guests attended the Global Education Gala award ceremony, including 60 ambassadors from the Washington diplomatic corps and White House; cabinet and Congressional members; business and civic leaders; and students, parents and educators.
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Tags: Cisco, global education award, john chambers, leadership, world affairs council
Organizations of all types enter 2013 with one key priority: how do they move faster and execute with greater agility while still remaining flexible and adaptable to the rapid changes in markets?
CEOs around the world are looking to collaboration as their top strategy to increase the speed of their organizations. Why? Because collaboration eliminates the friction that slows organizations down — whether that friction comes from people or processes.
The amount of friction in your organization is directly proportional to your ability to speed up your team. Friction is sometimes purposeful, such as passive-aggressive behavior. Other times friction comes from processes that create decisions without any clarity or a clear definition of success.
Here are four New Year’s resolutions for all leaders to Read More »
Tags: collaboration, culture, leadership, Ron Ricci Blog, strategy, The Collaboration Imperative
By Howard Baldwin, Contributing Columnist
The place with the best broadband ecosystem is not Silicon Valley or Route 128, the mainstays of technology companies in the United States. But that’s not surprising, given the popularity of e-commerce and cloud computing – it’s Washington State, home of Microsoft and Amazon.
That’s the determination of the TechNet 2012 State Broadband Index, which ranked all 50 states on various facets of their ICT-related infrastructure.
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Tags: broadband, ecosystem, global networked economy, infrastructure, leadership, policy, TechNet
This is the last of a four-part series. The previous posts introduced decision-driven collaboration, engagement, and evaluation.
Evolving your organization’s ideas around collaboration is an important element of connecting people and empowering them to work together to make better, more-informed decisions. Cisco IBSG calls this “Decision-Driven Collaboration” and outlines within it three core elements that build upon one another in decision making:
- Collaborate to Engage: Identify key contributors, solicit input, share ideas.
- Collaborate to Evaluate: Shape the matter to be decided, consider viable alternatives.
- Collaborate to Execute: Make a clear decision, align relevant parties, put it into practice.
Execution is more effective when the context, rationale, success factors, expectations, dependencies, and so forth are transparent to those affected. As the IBSG report outlines, this level of transparency requires that leaders: Read More »
Tags: Cisco IBSG Horizon Study, collaboration, decision making, decision-driven collaboration, IBSG, leadership, research