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.
The need to empower natural leaders isn’t an HR pipedream, it’s a competitive imperative. But before you can empower them, you have to find them. In most companies, the formal hierarchy is a matter of public record—it’s easy to discover who’s in charge of what. By contrast, natural leaders don’t...
As I'm currently working on my annual employee evaluations(including my self-eval which I write and my boss puts his signatureon), I'm struck by how much time I sink into them and how useless theyreal
Good questions generate thought, focus, and action from the listener. They also convey respect. Is it any wonder that 95% of leaders prefer to be asked questions rather than told what to do?
When you ask children what they want to be when they are older, how many of them say they want to be a manager? I've certainly never met one who had such aspirations. In part this is because management is a pretty amorphous concept to a ten-year-old. But it's also because we adults aren't exactly...
The idea of this hack is simple but a bit revolutionary—institute systematic rotations for managers in a particular role, which would in effect position-specific set term limits for upper and middle m
An Anglican parish launches a bold experiment with a radical model of how to “do church,” by replacing hierarchy with communities of passion, and unleashing the capabilities of its c
