Posts related to the people side of strategy and operations
At an as yet unspecified time in the near future, the revered leader of a high-functioning team must exit, due to age, health, opportunity, or some other compelling reason.
The way the team sees it, the exiting leader must bring in a new leader or anoint someone from within, though no team member is clearly the one to take the reins in the eyes of the others. The team is anxious and wants to know what steps will be taken when to secure a new leader. Continue reading Leader Exit
Most people have no idea to what they are entitled when and if they quit their job. AboutUnemployment.org demystifies the rules relating to benefit entitlement upon employee-initiated termination in their article: Can You Collect Unemployment If You Quit?.
If you are laid off or made redundant, you are eligible for unemployment benefits. In the majority of cases, you are also entitled to benefits if you were fired, as long as it was not for gross misconduct. But when you quit your job, eligibility hinges on whether or not there was good cause. Continue reading Quitting Benefits
One of the hardest things for an owner/founder/operator to do is motivate others to perform and grow to their full potential. Watch how the pride and endurance of a race horse transforms a struggling team into winners in this inspiring scene from Seabiscuit.
Equity models are strategic because: “Who gets What” defines “Who You Are!” That is, the way owners share value with those who create it has a profound impact on the firm and the owners’ ability to attract, retain, and reward senior talent.
In his white paper, Equity Rules: Shaping powerful equity models via Sell.Pay.Convey, Mark Bronfman outlines the rules for using equity to secure a strategic advantage. His points are especially relevant to talent-driven ventures.
Private companies often use a variety of innovative tools, individually or in combination, to navigate and conquer major changes brought on by the urgent concerns of affordability, competency, and succession or “equity inflection points”. Continue reading Equity Rules
Co-operative leadership, or co-leadership, is when two or more leaders deploy their individual great strengths as a collective whole in pursuit of a common goal. Co-leadership can cause an organization to experience extraordinary results, in a short time, and at low cost.
This IntelliVen insight summarizes the core thesis of Alain Gauthier’s book which is that evolutionary co-leadership is needed now to catalyze the emergence of a truly generative and wholesome society.
A Wholesome Society, a society where everyone is invited, supported, and challenged to become a conscious, co-responsible co-creator – developing and expressing their unique gifts, while contributing to the evolution of humanity. |
 Click to open Gauthier’s article. |
True leadership involves crossing a threshold that opens to the unknown – becoming an example for others in discovering and giving voice to new possibilities to explore and realize.
Co-leadership opens a new space where an ensemble of people can jointly act as leaders and inspire others to do the same.
It wasn’t Sigmund Freud, but the 19th century poet William Wordsworth who said, “The child is the father of man.“ But Freud, of course, would have agreed in that he argued that most, if not all, of the foundation for who we are as adults is cast in the first five years.
So, what are we to make of this? Are we stuck with our pre-verbal responses to authority, to failure, to success, formed long before we have conscious memory or control? After all, most of us neither remember nor had any say-so over what happened to us when we spilled our milk, refused to be potty trained, tried to please our parents, or told an untruth.
Still, one tenet of psychology is that to understand who we are today, we must understand who we have been. What shaped us to respond so viscerally to criticism and praise, to be driven to achieve or content to do little, to be fiercely independent or reliant on others?
This is where cognitive behavioral psychology makes it debut.
The idea is simple. We tune-in to what we are saying to ourselves in the moment, when we feel unfairly criticized, unappreciated, inadequate, excluded, reviled. When we do, chances are we will actually hear those old messages programmed into our operating systems, long before we had choice. Continue reading Do we ask a potential hire what their parents told them when they spilled milk?
