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Humanocracy

Our best practice contains two ideas: 1) The transformation of the company culture and values towards a culture of Performance, Empowerment,  Ac
Story by Martens Valerie on July 13, 2013
This is the story of a Colombian based engineering company that grew from 60 people in 2006 to over 1000 by 2012.
Story by Peter King on June 24, 2013
Our conventional wisdom regards high stress executive leadership as indigenous to a high performance organization.  This belief is understandable when witnessing the ever accelerating rate of cha
Story by Bill Shirley on July 2, 2011
A company that wants passionate managers must hire or promote them. Then stand back and watch the company become the best.
Story by Jim McGriff, Jr. on September 18, 2016
Vested interest exists. This means an individual has a special interest in protecting or promoting that which is to their own personal advantage.
Story by Jim McGriff, Jr. on February 16, 2016
How do you train employees to take charge if they do not want too? You can’t. You can only offer encouragement.To have a winning team a first line manager must require performance.
Story by Jim McGriff, Jr. on August 21, 2016
Turning a traditional shipping company into a flat, agile and empowered organization - driven by our motivations.Fewer bosses, more leadersSplitting the traditional line manager role into 3Abandoning
Story by Axel Wiedenmann on June 19, 2013
I have no intention of adding to the twisted mythology of leaders as special creatures.
Story by Eric Kaufmann on July 18, 2013
At the centre of innovation are people in all their forms; however, much of the references to people being at the heart of our organisations pay lip-service to what it truly means to realise a people-
Story by Ian Fergus on June 10, 2013
The Chief Executive Officer of my Company said, “Our customer must be in the center of everything we do.” I am not sure the company’s first line managers are acting on this statement.
Story by Jim McGriff, Jr. on March 1, 2016

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