Archive for JanePerdue SmartBlogs
A Department of Labor report on the glass ceiling noted that “what’s important [in organizations] is comfort, chemistry, and collaboration.”
Chris Argyris, business theorist and professor, says there’s a universal human tendency to organize our lives around remaining in control and winning.
Might these hidden needs be the reason most companies have failed at incorporating diversity as a normal business practice despite all the research that demonstrates its positive impacts on the bottom line?[…] Continue Reading »
“Cheryl, you know more about these work processes than most of the folks up there. Did you apply to be a speaker?” I asked, wondering why my colleague was sitting next to me in the audience rather than participating in the panel discussion at the national conference we were attending.
“I thought about it but decided not to.”
“Once I get promoted, my chances of being a speaker will be better.”
Six months later, Cheryl called to tell me she’d been laid off during a company reorganization.[…] Continue Reading »
“Tell me why you never talked to Josh about the problems with his job performance.”
“I didn’t want to hurt his feelings.”
This dialogue happened during legal discovery as part of an unlawful-termination lawsuit. Fed up with an employee’s ongoing failure to meet job requirements, the supervisor had fired him. The employee believed he had been fired because he was older and more tenured than the rest of his department and hence earned more money.[…] Continue Reading »
Feeling adrift in a business world where uncertainty is the norm? Where complex problems bubble up quickly and defy conventional leadership thinking? Where, as CCL’s Nick Petrie writes, “Hindsight does not lead to foresight since the elements and conditions of the system can be in continual flux”?
If so, it’s time to hang up on heroic leadership — the notion that a single person has all the answers — and embrace a new orientation to leading yourself and others: flexibility.[…] Continue Reading »
Listening to the CEO of the $500m manufacturing firm describe the exploits of his operations vice president was fascinating:
“Louis was incredible … again. When the product defect was discovered, he told his team to do whatever was needed to fix it. After two weeks of all-hands-on-deck work, Louis got the glitch fixed and we only lost two mid-size accounts.[…] Continue Reading »