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  Daily Thoughts

May 16th, 2018

Organisational culture shaping. Counterinsurgency field manual (3 of 5): don’t do half social (unless you want to kill a project)

Would you join a Facebok with 100 users? A Yammer with few entries? A Twitter where only a few tweets? […]

May 15th, 2018

Organisational culture shaping. Counterinsurgency field manual (2 of 5): Learn from mistakes (only if your manager does too).

Learning from mistakes, make mistakes, learn, it’s OK, mistakes are OK, we are human, if we did not make mistakes […]

May 14th, 2018

Organizational culture, Counterinsurgency Field Manual (1 of 5): What to do with toxic people.

Toxic people. A sample. The top 12 to watch: The bully who is not challenged The bully who is not […]

May 10th, 2018

News front the front line

Yesterday was International Receptionist Day. Perhaps it was buried into a myriad of International Days of Something. But the receptionist […]

May 9th, 2018

The geography of change. Where to start.

Read. Take a deep breath. Read again. Keep breathing, think about this. ‘The system will prevent itself from solving the […]

May 8th, 2018

Organizational structures that (dis) aggregate by design

New organizations, and old ones in the business of transforming themselves, would be better off learning by heart these two […]

May 3rd, 2018

Framing is a leadership must (3 of 3): ‘Intention and Outcome’

My third framing comment, after (1) framing new behaviours, and (2) the framing of the overall narrative of the organization, […]

May 1st, 2018

Framing is a leadership must (2 of 3): frame the narrative before it frames you

I said yesterday that I would put framing at the top of the list on ‘leadership tasks’ I also said […]

April 30th, 2018

Framing is a leadership must (1 of 3): your mini-revolution starts with simple behaviours.

I put framing at the top of the list on ‘leadership tasks’. One of those non-rocket-sciences around us that we […]

April 27th, 2018

These are my trade-offs, what about yours?

We never solve problems, we trade them off. The thought is not depressing. It is liberating because it means we […]

April 26th, 2018

Childhood ‘monsters under the bed’ never go away. They seem to reappear in corporations. Without the beds.

If I had a saying in new roles for large organizations, I think I would establish this new Division: VP […]

April 25th, 2018

Magic trick to ‘engagement’: leave the sandals at the door

If you follow my Daily Thoughts you would know that I despise Employee Engagement as something that you need to […]

April 24th, 2018

‘How does the medicine know where to go in the body?’

When my daughter was in primary school, I was invited by the teacher to give a presentation to small girls […]

April 23rd, 2018

Organizations wired wrong (and 5 of 5): If you want ‘One Company’ surely it’s because you don’t have one. The more you push it, the more it will slip away.

No medium to large size company has a single culture.  No medium to large size French, or British or American […]

April 19th, 2018

Organizations wired wrong (4 of 5): Don’t team up with people you know very well.

Affinity, like-minded groupings and ‘we know each other very well’ works if what you want is to get things done, […]

April 18th, 2018

Organizations wired wrong (3 of 5): Behaviours create cultures. Cultures do not create behaviours (unless they have them already)

Our concept of organizational culture as a receptacle for values, beliefs, attitudes, mindsets, ways of doing, written rules, unwritten rules, […]

April 17th, 2018

Organizations wired wrong (2 of 5): Why if you want ‘transparency’ you should not ask for it.

An 18 year old paper in social anthropology by Marilyn Strathern (then at Cambridge) had the intriguing title of ‘The […]

April 16th, 2018

Organizations wired wrong (1 of 5): desired outcomes mistaken as inputs. The case of ‘Engagement’

Employee engagement is an outcome, not in input. You don’t inject engagement or engineer activities to engage. Those do exist. […]

April 12th, 2018

The ‘research’ for the real-real unique attributes of world class leadership is embarrassing.

I sometimes think that management thinking, management speak and management education (that includes ‘research’) makes everything possible to avoid critical […]

April 11th, 2018

Organizational Pathologies (and finally (!) 10 of 10): Empowerment as risk transfer (or the traffic of monkeys across the organization)

This is the last one in the series  of 10 Organizational Pathologies, and the longest write up. Sorry! Bear with […]