August 2014

• I am on leave for a little while
• More on the manager-leader balancing act
• We always have some sort of ‘strategy’. The question is which level, and, does it do what we intend?
• Back to Employee Engagement. All the models in one summary, by popular demand
• Time to look at the organization sideways
• I reorganise, ergo sum
• Choosing what to lose
• The un-reachable workforce. What NGOs with remote operations teach us about organising work.
• Is this not happening in organizations all the time?
• “I am a captain. We are on a collision course.” 2
• 3 versions of speed
• ‘Never try to teach a pig to sing; it wastes your time and it annoys the pig’
• Leadership cannot be unbundled
• Taking stock: some Daily Thoughts stats and an announcement
• In friends (colleagues, pals, mates, buddies) I trust. Trust in organizations is horizontal. Our management systems are vertical. ‘Huston, we have a problem!’
• ‘It’s about you, and between you (not us at the top, not the leadership team)’
• Yes I can (profile you). Lessons from political marketing to the running of organizations
• Can anybody dispel the mystery for me, please? Who are ‘they’?
• My last Employee Engagement model. (7/7): Activists on the payroll.
• Employee Engagement as morally imperative. (6/7) A forgotten model?
• Employee Engagement Models continue (5/7): ‘The Investors metaphor’.
• More on Employee Engagement (4/7): ‘The Cause’. Engagement with the company or within the company?
• Employee Engagement week ( and debunking) continues. (3/7): The Happy Cows model
• Debunking the Myths of Employee Engagement (2/7): Giving employees a voice. So, now we have a choir. And then what?
• Debunking the Myths of Employee Engagement: a land of Emperors with No Clothes. (1/7) The six models
• Reclaiming a concept that has lost weight in the business organization: vocation
• The battle for the 3S : Synthesis, Sense, and Simplicity
• Tribal brands that teach us a lesson