Diane is six months into her assignment as a midlevel manager in a large technology company. She was promoted to this position because of her previous “wild success” as a first-line manager, where she managed a team of engineers. She’s struggling in this new position, feeling ungrounded, overwhelmed and unable to lift herself up enough to see where her organization is heading.
She thought the transition to this midlevel position would be easy. But this is where the rubber meets the road in many companies. She will either find a way to become successful or she’ll fail. Unknowingly she’s being tested now to see if she has the mettle to get through the complexities she’s dealing with and manage a team of managers that will drive — in her words — “my organizational agendas forward.”
Wait a minute. What’s wrong with that last sentence?
Her organizational agendas! Nobody told her that she needed to have input from her team! (read more…)
About The Wall Street Journal
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Figuring out how to harness social media—to respond to complaints and compliments, engage guests with original content and promote local properties—is a challenge for all hotels. Starwood’s Le Méridien has found a balance while still accomplishing its goals of building awareness for the growing brand, driving loyalty, personalizing the experience and creating channel growth. (read more…)
There is an adage that goes, “Authority is the last resort of the inept and frustrated.” Parents who have found themselves relying on “…because I said so” to direct a reluctant child know the truth of the adage. When rank becomes the only means of insuring compliance, one has long lost the battle to effectively influence.
The art of influencing has challenged leaders for centuries. In autocratic settings, influencing is relatively simple to accomplish — you simply gave an order. In more democratic settings, leaders resorted to an array of more humanistic means. Some leaders influence by selling — focusing on the benefits of pursuing a goal. Some use colorful communication with a reliance on a charismatic style or a compelling message.
Role modeling is a popular approach to influencing with leaders — “walking the talk.” Then there is the incentives approach — affirming the “good subordinate” who acted in sync with a goal. (read more…)
Last week, we asked: Do you consider your team to be “high performing?”
- Absolutely — they’re consistently excellent: 26.32%
- Kind of — they’re good but have room to improve: 60.15%
- Not really — they’ve got their share of issues: 11.09%
- Not at all — I’m in disaster-recovery mode: 2.44%
Driving high performance. The high performing team is elusive. It requires a special chemistry among the team members and you are the chief chemist. If your team is currently high performing, beware of throwing off the mix with new hires, role changes or revised priorities. If you’re trying to elevate your team, step back and list what’s working great and what’s holding the team back (caveat — you might be on that list of things holding them back). (read more…)
Today, you’re either innovating or you’re falling behind. 97% of CEOs label innovation as a “top priority” for their company. The best companies are the ones that continue to innovate and have HR departments scouring the globe in a never-ending search for the most creative talent available.
The problem is, internal innovation programs are hard to implement, which is why few do so successfully. Below are three common pitfalls of companies trying to accelerate employee innovation, along with some examples of those that do it right.
1. Designating “innovation time”
You’ve heard about Google giving days off to employees to work on side projects and Quicken Loans’ “BulletTime” initiative. You’ve also seen reports of 3M allowing employees to take hours at a time to work on their own projects. So you decide to implement something similar at your company and are disappointed when no one comes back with the next Gmail. (read more…)