According to a study from the Institute for Corporate Productivity, only 8 percent of HR executives thought performance management made a significant contribution to performance. Employees blame unfair compensation systems and managers are frustrated. What can we do?
When I recently read in a blog article from Bernd Slaghuis that almost every third employee wishes to slow down in his professional life, I questioned this–namely why this then happens so rarely? Aren’t we missing a big opportunity here?
As Michael Porter said, “The essence of strategy is choosing what not to do”, and consequently that means that the essence is truly not doing it. In transformation processes, we see that too many projects are launched at the same time. How can we deal with this overload?
We are demanding more and more from our employees these days–that everything needs to go faster and, optimally, at the same time. We are bringing our organizations into a constant state of stress. However, constant stress is harmful and can result in organizational burnout.
Many managers have given up a lot over the years during their career in order to move up the career ladder. But when they have attained all this, they fear losing it all again. Can our careers make us sick?
These days, the matches of the FIFA World Cup (soccer world championship of the Fédération Internationale de Football Association (FIFA)) in Russia are fascinating many of us. What can we learn from these best coaches in the world for our transitional processes?
Transformation processes are very often associated with the announcement of serious and painful information. It’s no wonder then that people do not have any motivation for change. Do we have enough creativity in our change communication?
Organizational designs are dramatically changing this basic logic to agile principles. New protagonists are coming into the system who follow these principles with enthusiasm. But how does leadership need to change to lead and not just to lag behind this transformation?