What does it take to craft a career that is likely to stand the test of time? In my new book The Shift: the future of work is already here , I talk a great deal about the five forces that will shape work and careers: ever greater globalization of innovation and talent; the development of ever more...
At one time or another, most of us have probably worked for a boss who was self-absorbed, vindictive, or just plain inept — a real-life equivalent to Dunder Mifflin’s Michael Scott. One of my first jobs was for an HR manager who thought the best way to humble a cocky new MBA was to have him spend...
Most economic theories (and many managers) assume that the best way to get what you want from workers is give them the right financial incentives. But most real people have lots of reasons for working besides just making money. They work to have fun, to socialize with others, to challenge...
For all of the time spent chasing after what looks like success, too many of us have only a dim sense of what it feels like. That's clearly a wide-spread cultural malady, but it acquires special force in the world of work. Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table. Training and development programs almost universally focus factory-like on inputs and outputs—absorb curriculum, check a box; learn a skill, advance a rung; submit to assessment, fix a problem. Likewise, they leave too many people behind with an elite selection process that fast-tracks "hi-pots" and essentially discard the rest. And they leave most people cold with flavor of the month remedies, off sites, immersions, and excursions—which produce little more than a grim legacy of fat binders gathering dust on shelves.
We are delighted to announce the winners of the Beyond Bureaucracy Challenge (the second leg of the HBR/McKinsey M-Prize for Management Innovation) today.
