When we build leaders, our efforts are often ineffective. People listen but don't execute. They forget 80% of what they learn and can't usually execute 50% of what they do remember.
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...
Knowing where to start, what model to use, metrics, governance, development, external resources, etc, etc, etc. can be overwhelming for an organization that wants to thrive in an idea economy.
The purpose of this project is to analyze the relationship between virtues, sense of humor and organizational outcomes and to propose a tentative framework of relationships.
Development of a transparent employment process that results in not only the best person for the position being appointed but also keeps that person by making the company accountable for all promises
Implementing a new cost-sharing plan to make managers / leaders responsible for their people, beyond the traditional rhetoric "We are all about our people".
When it comes to making an impact and accelerating change, it turns out that the how is as important as the what . That goes for both how you design a disruptive initiative--and how you tell your story. To guide M-Prize participants and would-be management innovators alike, here are a set of high-level principles (and some low-to-the-ground tips) that just might increase your chances of success when it comes to making an impact and impressing the judges and your peers in the M-Prize.
