Archive for Category: Organizational systems
As the COVID-19 pandemic continues to spread, organizations around the world have responded by significantly changing their business models. Drs. Stephen Jeong, Stephen Young, and Cheryl Flink, researchers and evaluators at the Center for Creative Leadership, recommend that now is the time for companies to invest deeply in leadership development. He says that organizations can use advanced analytics to prove the direct impact that leaders have on a company’s bottom line.
While organizations are increasingly using advanced analytics in every other aspect of their business,
McKinsey senior partners and authors Scott Keller and Mary Meaney offer valuable tips about leadership transitions, how organizations can support new executives, and what new leaders can do to flourish in their role. Executive transitions are risky. They can determine the direction and success of the entire organization.
New leaders receive limited support
New leaders often face incredible difficulty and limited help from their organizations. According to McKinsey, only “32% of…global leaders…feel that their organizations appropriately support new leaders.”
The most frequent attempts at assisting new executives – appointing mentors or informal networks for the leader and employing standard orientation programs – are consistently reported as ineffective by these leaders.
Are you happy at work? Are you responsible for creating a work environment for others?
In this TED video segment The Way We Work, Michael C. Bush shares the importance of cultivating three characteristics within the workplace and why having happy employees is good for business. Bush is CEO of Great Place to Work, a “global research and analytics firm that produces the annual FORTUNE 100 Best Companies to Work For list, the 100 Best Workplaces for Women list…and dozens of other distinguished workplace rankings around the world.”
Out of three billion working people throughout the world,
In the past few months, many organizations, including the DeBoer Fellowship, have moved to remote working environments. We are all seeing that leaders can maintain connectedness and productivity while working in remote settings. Your organization can thrive in a virtual environment by:
- Prioritizing employees’ mental health;
- Practicing self-discipline while working from home;
- Developing new communication channels;
- Creating processes of coordinating remote employees;
- Maintaining a strong culture; and
- Practicing enhanced trust and collaboration between managers and employees.