Solving The Real Engagement Problem
To make the greatest progress with your team, you might need to think small.
To make the greatest progress with your team, you might need to think small.
Frequently lowering the water level within your organization––or even your own life is about improving a journey and those people you meet throughout it. Leaders learn how to lower the tide to raise it for everyone in or outside the boat.
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.
Understanding what Japanese statistician and engineer Dr. Genichi Taguchi taught can help today’s executives avoid aiming at the wrong targets for growing their businesses.
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.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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