I’m a storyteller dedicated to discovering the people from all walks of life who are creating the future based on the their original ideas and bold ideals.
I’m passionate about the great outdoors (climbing its heights, diving into its depths, and doing my part to make sure we all keep breathing in its fresh air), health and good food (sweaty yoga, digging in the dirt, experimenting in the kitchen), reading between the lines, and learning something new every day.
I always try to follow the advice Don Juan gave Carlos Castaneda: to do everything as if it were the only thing in the world that mattered, while all the time knowing that it doesn’t matter at all.
We announced the winners of the Management 2.0 Challenge (the first of three legs of the HBR/McKinsey M-Prize for Management Innovation ) here last week. Those seven entries offer compelling evidence that the undergirding principles, social structures, and social technologies of the Web not only offer up winning business models, they are the building blocks of a new management model for making organizations more resilient, inventive, and engaging.
Here are just three lessons from our management innovators about leveraging social technologies to create truly social organizations:
Trust your people with the future of the company For all of the talk about empowering, involving, and engaging employees, why is it that so many organizations still tap into just a sliver of what individuals have to offer? According to Management 2.0 Challenge winner Jim Lavoie, it’s because too many leaders focus on what they can get out of their people rather than entrusting them with the future of the company.
There’s an emotional as well as a practical logic at work here. Only that level of trust, freedom, and responsibility can stir people to bring forth their full imagination, initiative,...
We know that if we want to close the gap between the status quo and our big dream of creating companies that are fundamentally fit for the future (and fit for human beings), we need to enlist the ideas and energies of the most progressive thinkers and radical doers from every realm of endeavor.
As dispiriting as the recent debt ceiling dysfunction drama has been, the most disturbing plot point is not that our leaders can’t seem to compromise—but that they are so compromised . While the pundits continue to parse the no-win “deal” and the bloviators bemoan the failures of leadership, the rest of us might take the opportunity to consider the benefits of being uncompromising .
The most winning and progressive organizations depend less on the strength of their leaders than on the strength of their convictions (which should never be confused with political positions). Instead of putting people on pedestals (from which they are invariably knocked down), the focus is on putting stakes in the ground (from which they will never deviate).
We’re delighted to announce the semifinalists for the Management 2.0 Challenge . In this first leg of the HBR/McKinsey M-Prize for Management Innovation, we asked the most progressive thinkers and radical doers from every realm of endeavor to share a Story (a real-world case study of a single practice, an initiative, or a broad-based transformation) or a Hack (a disruptive idea, radical fix, or experimental design) that illustrates how the principles and tools of the Web can help to overcome the limits of conventional management and help to create Management 2.0.
For all of the fervor around innovation, far too many organizations are hostile places for new ideas (not to mention the people that harbor them). All too often, new ideas are cooked up in a hothouse environment—the executive inner sanctum, an invitation-only innovation offsite, a limited-access “war room”—and not shared widely until they’ve been sanctioned from on high. When they are offered up by some hardy soul in the trenches, they generally have just one place to go: up the chain of command. In other words, they get the hot lights of judgment before they get a chance to breathe.