20% of the information that gives you 80% of what you need to know
At the broadest level, we define our identity by two things:
–Who we are – our personality, our beliefs, values etc.
–What we do – our actions, behavior, etc.
We want others to accept us the way we are and to accept the way we do things. When either of these expectations is challenged, there is conflict. Usually it’s a play for power – sometimes there are other reasons…
Why do we need to understand motivation? The fundamental reason is that it is the only way to create spontaneous and unexpected improvement in performance. Of course, performance can be improved through re-structuring of processes, by training and coaching staff better and any number of other good things in organizations that create incremental, linear improvement. But only motivation creates non-linear change because everyone even the very best of performers have it within them to become exceptional…
Here are some insights about personal change management presented by Dr. Wayne Dyer, a world-famous motivational expert, in his various books and talks. These can help us to change both at the personal level and as managers/professionals working in organizations. Some of of these concepts are known to have been originally articulated in management theory, in philosophy and in psychology…
A web article based on remarks by William A. Eaton
Assistant US Secretary of State for Administration (2001-2005) with some useful ideas about management for everyone particularly public sector and development sector folks
Good morning, everyone. I want to talk to you today about reframing the conversation on management in the State Department. Let me start out with some bad news. And that is, Secretary Powell is going to be leaving us. Maybe not right away, but he’s going to be leaving in 2005, or 2009, or some time. And the question that brings to mind is, how do we sustain the sorts of management improvements that we’ve seen over the last several years once Secretary Powell leaves?…
There are lot’s of things to take care of when introducing change in an organization – and there are lot’s of myths and hype as well about what works and what doesn’t. Change management is as complex as human beings are – so there aren’t any easy answers or recipes for success. But here’s a list of 6 key things to keep in mind as you think about creating a toolkit for change in your workplace…
This is a brief extract from an article by Tom Rath and Barry Conchie that is adapted from the book “Strengths Based Leadership”
Individuals don’t have to be well-rounded, but teams should be
Gallup research based on study of thousands of executive teams has indicated that while members of a team may have their own unique strengths, the best teams had an overall grouping of certain strengths. In fact, it seems there are 4 principal domains of strength (arising as an aggregate of unique strengths of team members) that seem to exist in successful teams…
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By Asad Zaidi
Jack Welch, the great corporate giant who turned GE into a huge success, had a way of simplifying matters – he said that all things that are important in a business, whether it is a nuclear power plant or a corner grocery store, are the same : people, quality, service and cash flow. He mentioned a number of his strategies and insights for managerial and organizational success in his books and lectures. The following 8 (the management octagon if you like) are our favorites…
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