Colin D. Baird
Smart humans do dumb things. Especially when we take action on something before understanding what problems lurk beneath their surface.
CEOs gain maximum visibility into real time opportunities for continuous improvement of people, process, and profitability when they adopt an experiential method to leadership.
When employees are empowered to share what they know, then experience that those concerns matter, organizational change becomes easier to facilitate.
Understanding the distinction between managers and leaders is fundamental to increasing the speed at which people and organizations are continuously transformed.
Change: this time of year, it's in the air. And yet, the transformation of American leadership––that for years has been long sought after to improve America's employees and her manufacturing base–just never seems to materialize. When change becomes necessary, however, say due to a company crisis, that change just can't come fast enough for most CEOs.
In the world of business, good change is brutally hard. And changing a culture is even harder—that is, without demonstrating a better way for employees to physically and mentally do the work they were hired to do.
When executives don’t perform well, sadly, sometimes they're fired. But when the company’s merit rating system doesn’t improve employees, do you fire it too?
Learning requires we detect and correct errors in our thinking. But learning often requires we go beyond just one iteration of questions and answers to do so. Here's how to maximize learning and communications, even during difficult conversations.
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