Coronavirus Is Proving We Need More Resilient Supply Chains

Harvard business - Thu, 03/05/2020 - 14:56

Companies are paying the price for not having followed best practices.

Categories: Blogs

Real Leaders: Ernest Shackleton Leads a Harrowing Expedition

Harvard business - Thu, 03/05/2020 - 10:32

What a famously disastrous polar mission can teach us about effective leadership.

Categories: Blogs

Leading Thoughts for March 5, 2020

Leadershipnow - Thu, 03/05/2020 - 10:21

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:


Robert E. Quinn on the connection between changing a system and understanding it:

“Kurt Lewin argued that we cannot really begin to understand a system until we try to change it. He understood that individual as well as collective scripts would stay hidden until the normal way that the organization operates is challenged. As soon as a change agent introduces a variation to that system, he or she will quickly learn about the scripts that are holding that system together. Once the scripts are brought to the light they tell us a lot about how that system handles variations.”

Source: Change the World: How Ordinary People Can Accomplish Extraordinary Results


Change consultant David Jones on the challenges to expect when initiating change:

“Once you get past the novelty of a change, you’ll find that every system in your organization is set up to reject it. You’ve got to have the resolve, the courage, and the fortitude to see change through that part of the process, because it’s the most difficult part of the transition. You’ll only accomplish that if you’re able to successfully communicate why you’re changing, how it will be measured, why it is critical, and why people need to get on board and make it successful. It’s easy to get out of touch with the emotions of the people most affected by change.”

Source: Decade of Change: Managing in Times of Uncertainty

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Look for these ideas every Thursday on the Leading Blog. Find more ideas on the LeadingThoughts index.

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Categories: Blogs

How to Reassure Your Team When the News Is Scary

Harvard business - Thu, 03/05/2020 - 10:20

They’ll look to you for stability.

Categories: Blogs

Research: To Reduce Gender Bias, Anonymize Job Applications

Harvard business - Thu, 03/05/2020 - 10:00

A simple step can help women gain ground in heavily male-dominated fields.

Categories: Blogs

What It Takes to Run a Great Virtual Meeting

Harvard business - Thu, 03/05/2020 - 09:18

Twelve keys to success.

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How to Manage Someone Who’s Related to the Boss

Harvard business - Thu, 03/05/2020 - 08:00

Four strategies for navigating the political sensitivities.

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Subversive Employees

Harvard business - Thu, 03/05/2020 - 07:40

Dear HBR: answers your questions with the help of executive coach Adrian Gostick.

Categories: Blogs

How Working Parents Can Regain Control Over Their Lives

Harvard business - Thu, 03/05/2020 - 07:00

It all comes down to your values.

Categories: Blogs

Perseverance, Patience and Passion

Greatleaders hipbydan - Thu, 03/05/2020 - 06:56

Guest post by Riccardo Pozzoli:

Visionary enthusiasm must be balanced by a good dose of reality, because at the beginning it is important to proceed carefully. Setting a target that is not too easily achievable can provide the impetus to secure a great result. When you start from scratch with a new idea, you have to be very patient and not let the first difficulties defeat you, because there is no certainty that things will happen within the timeframe you first planned. It is possible that for the first six months nothing will happen, and then it will suddenly explode. To patience I add another very important skill: perseverance, the ability to hold on and not give up. If you have an idea, a project, a dream, but you are not determined enough to pursue it, then there is no point in having it.
The beautiful thing about our era is that, unlike what has happened in the past, the place where you were born or the family environment you came from are no longer so important in forming you as a person. Reading, learning, travelling, coming into contact with different realities are no longer the exclusive prerogative of only certain social groups.
I am reminded of the case of Jeremy Scott, the creative director of Moschino, who is one of the most famous and acclaimed designers of the moment and is also one of the pop icons of our time, regardless of how you judge his creations, which are eclectic and unexpected to say the least. Scott was born and raised in a context that had nothing to do with fashion, in a small town in Missouri, to a middle-class family. He is proof that if you have a dream, if you believe in something, if you have passion and you work hard, then you can get there.
Of course, you need to have the desire and curiosity to grasp these stimuli and the open-mindedness to be influenced by them, knowing that they are essential in all phases of the conception and implementation of a project and not just the initial one.
At the end of 2015 I was in Bologna visiting the Musixmatch offices. I was walking around the city with my phone attached to my ear. On the other side of the screen were Marco and Stefano, and together we were trying to find a name for the lunch delivery service that we had been working on for some time now. It was a real brainstorming session, where everyone put some ideas on the table, hoping that at some point the right one would jump out. Initially the name we had thought of was Food-bowl, referring to the fashion of using bowls – salad bowls and bowls full of vegetables, grains and proteins, seasoned with sauces and various seeds – that was spreading in the United States and, from there, all over the world. However, we realized that the name sounded too much like ‘football’ and that it would therefore be misleading.
So we put everything back on the table and thought again about the fundamental concepts of the business we were developing: on the one hand, food, of course, and on the other, the city, the extremely dynamic urban context we wanted to turn to. So, from the fusion of ‘food’ and ‘urban’, the name of our startup popped up: Foorban. What does this have to do with the fact that I was in Bologna visiting Musixmatch? Well, I am sure it inspired me. Not directly, of course, but stimuli are almost never direct… and that is something I learned in high school, studying Latin, which greatly shaped my way of thinking, giving me an analytical approach.
Of course, it does not always happen that way and not all ideas that come to mind are necessarily going to be the right ones or achievable. My partners and I did many of these brainstorming sessions during the ideation phase for Foorban. Most of them were held at Tom, Marco’s restaurant in Milan. At that time we spent whole days there working on our project and, when the restaurant was closed, the chefs also used us as guinea pigs, making us try out new dishes they intended to include on the menu. Their experiments were not always successful, just as not all our ideas were usable… but the important thing was to try and not give up. This is true both when you cook and whenyou have a business project!  This guest post is adapted from CREATE UNIQUENESS: How To Turn A Passion Into A Business by Riccardo Pozzoli. Pozzoli is a global entrepreneur; he has co-founded eight companies in the past ten years and is Creative Director for Condé Nast Italia’s Social Academy. For more information please visit
Categories: Blogs

Coronavirus Could Force Teams to Work Remotely

Harvard business - Thu, 03/05/2020 - 06:05

Do you have a plan for leading yours?

Categories: Blogs

Bookmark This! The #Coronavirus Edition for #HR

Hr Bartender - Thu, 03/05/2020 - 02:57

You knew that I would have to do this at some point. But before you close this tab on your browser, I hope you read on because I’ve put together something a little different when it comes to handling COVID-19 (also known as the coronavirus).

I don’t want to spend a lot of time sharing articles about outbreaks, sanitizers, and masks. You probably already have those sites bookmarked. If you don’t, here’s a couple to get you started.

A Facebook friend shared this article from Juliana Grant, a medical epidemiologist with almost 20 years of experience in public health. It’s an email she wrote to family and friends about the coronavirus and later decided to share it on her blog. I like her ability to convey very serious information in a casual writing style.

The Centers for Disease Control and Prevention (CDC) has extensive information on the virus including how it spreads, risk assessments, and travel information.

This article from Harvard Business Review answers “8 Questions Employers Should Ask about Coronavirus”.

The Society for Human Resource Management (SHRM) has a FAQ about the coronavirus, including information about the Family and Medical Leave Act (FMLA), workers’ compensation, and the Americans with Disabilities Act ADA).

And this last one might sound a bit unconventional, but The Disney Food Blog published a nice read about visiting the theme parks. I know public events are a concern right now, so this article might provide a few insights.

The information I wanted to share with you today has to do with some of the workplace challenges business leaders are facing as a result of the coronavirus. For example, employees might be requesting flexible work. I published an article last year about the different types of flexible work options that are available for caregivers, but it might work under these circumstances as well.

Many organizations are allowing employees to work from home. And that’s terrific! But working from home isn’t the same as working in an office. And employees might need some guidance on how to work from home successfully.

Managers also need some guidance on managing a virtual workforce. It’s certainly not impossible to do but it is different. Encourage managers to find time to create an engaging moment for an employee. It will strengthen the relationship and let employees know that the company cares about them.

I’d like to think that everyone understands that organizations are simply reacting to the information they have available. But that doesn’t mean we can’t make our employees feel like we have a plan in place to disseminate information and options when it comes to getting the work done.

One last thing, if your organization doesn’t have any kind of emergency plan in place, use this as an opportunity to get one. I’m watching the news – just like you are – and many people are referencing the 2009 H1N1 virus (remember that one?!) My point is this, at some point in the future, there will be another situation. We just don’t know what it will be called and when it will happen. Find time to do a debrief and put a plan together for the future. I honestly hope you never have to use it. Our employees right now are looking for our leadership. They want to know that we can handle the unexpected. They want answers to their questions. While we might not know what’s happening with the virus, we do know how to run the business.

Image captured by Sharlyn Lauby at the Peter Tunney art exhibit at Wynwood Walls in Miami, FL

The post Bookmark This! The #Coronavirus Edition for #HR appeared first on hr bartender.

Categories: Blogs

What Are Companies’ Legal Obligations Around Coronavirus?

Harvard business - Wed, 03/04/2020 - 09:30

Eight factors leaders should consider.

Categories: Blogs

How Humans Judge Machines

Harvard business - Wed, 03/04/2020 - 09:15

Why are people and machines judged differently when making the same decisions?

Categories: Blogs

Healthcare Companies We’re Watching, and Productivity Hacks

Harvard business - Wed, 03/04/2020 - 09:00

Youngme, Felix, and Mihir discuss compelling healthcare companies and productivity hacks.

Categories: Blogs

Productive Conversations Take Real Empathy

Harvard business - Wed, 03/04/2020 - 08:00

How to demonstrate it, even when you’re upset.

Categories: Blogs

Why the CEO Shouldn’t Also Be the Board Chair

Harvard business - Wed, 03/04/2020 - 07:45

Lessons from Boeing, WeWork, and Facebook.

Categories: Blogs

Working Parents Need a “Parenting Posse”

Harvard business - Wed, 03/04/2020 - 07:00

Four steps to building your network.

Categories: Blogs

What I Learned from Jack Welch

Eblingroup - Wed, 03/04/2020 - 05:00

One of the most memorable moments of my professional life was the first time I got to present from the Pit. (The picture that accompanies this post is me in that moment from 2013.)

In case you’re not familiar with it, the Pit is the well at the bottom of an amphitheater style room that seats about a hundred people on GE’s Crotonville leadership development campus in the Hudson River Valley. Back in the day, GE’s CEO Jack Welch used to hold forth from the Pit for three or four hours at a stretch leading a spirited back and forth with the high potential leaders in the company’s flagship Management Development Course (MDC). As a young manager and executive, I (like millions of other corporate leaders back then) used to consume everything I could about Welch and how he led GE. A work friend of mine with connections to GE corporate arranged for Welch to sign and autograph his photo for me which I proudly displayed on the bulletin board behind my desk. I was a total Welch geek and must have read at least a dozen stories about Jack teaching, prodding and goading his proteges from the Pit.

Flash forward 15 years or so later and there I was standing in the Pit as a guest speaker to a roomful of high potential leaders in the MDC. With everything I had read about Jack over the years streaming through my brain, it felt like I was standing on hallowed ground.

You’ve probably read that Welch passed away this week at the age of 84. Since he retired almost 20 years ago, GE has been through some radically tough times and is in the process of bouncing back under the leadership of Larry Culp, the company’s third CEO since Welch. In retrospect, Welch’s legacy at GE looks mixed but that doesn’t change the fact that I indirectly learned a lot from him when I was developing as a corporate leader that served me, my teams and my companies’ well.  His death has prompted me to reflect on those lessons and I’ve concluded that many still hold up.

Here are three top of mind examples of what I learned from Jack Welch along with some reflections on how he shaped the way I lead and the way I now advise leaders:

CEOs Have Two Main Jobs: Welch used to regularly say that his role as CEO came down to two main jobs – resource allocation and developing people.  I learned in Econ 101 at Davidson College that economics is essentially about the division and allocation of scarce resources. That was how Welch saw his first job at GE – making the final calls on where the company would place its biggest bets. His second job was to make sure that the company was systematic and strategic in developing the people who could execute on those bets. Part of that development was through Crotonville programs like MDC but most of it was through developmental assignments that stretched people beyond what they initially thought they could do. By all accounts, Welch invested his personal time in alignment with those two jobs. That was a big takeaway for me. Senior executives vote with their time and attention. Where they spend it is predictive of what gets prioritized and done by the organization.

Use Your Calendar as a Strategic Lever: In 1998, Business Week ran a cover story by John Byrne titled How Jack Welch Runs GE. I practically committed that article to memory back then and for years shared it with colleagues and clients. Looking back on it today, I smiled to see that it begins with a scene of Welch in the Pit speaking to an MDC class. What really grabbed me about the piece when it first ran, though, was a high-level summary of how Welch structured his annual leadership calendar to focus on his two biggest jobs of resource allocation and people development. There was a rhythm that Welch and his top leaders followed to make sure that their time and attention was leveraged to allocate the available resources and develop the people to achieve the strategic objectives. The calendar used key meetings throughout the year as a forcing function to focus top leadership’s attention and drive strategic decisions. It’s long been said that time is money. The way Welch used his leadership calendar showed me that time is also outcomes.

Make Change Systematic: In 1993, Noel Tichy and Strat Sherman wrote a book about Jack Welch and GE called Control Your Destiny or Someone Else Will. I devoured that thing multiple times and constantly went back to it for ideas on how to do my job as a new executive charged with leading change.  Welch was constantly driving change at GE through big and revolutionary strategic initiatives. The book made the point that Welch noted that successful revolutionaries in history quickly moved to control three things: the police, the media and the schools. For Welch, the police at GE were the corporate audit staff. Historically, the GE audit staff were the rules enforcers that everyone else tried to avoid. Welch turned them into a group of internal consultants charged with spreading best practices throughout the enterprise. Welch’s media was GE’s internal communications function. He was masterful at coming up with brief and memorable strategic themes that drove multi-year agendas for the company. The comms team drove and reinforced those themes on a granular basis day after day. And, the schools at GE converged around Crotonville and the leadership development programs and systems that emanated from the campus. Put your versions of those three – police, media and schools – together and you’ve got a good handle on the tools you’ll need to drive change in a systematic way.

Was Jack Welch a perfect leader and perfect person? No, none of us are. He was a product of his era and did and said things that would never stand up today. He made his share of mistakes that proved out both during and after his time as CEO. None of that means, though, that Jack Welch didn’t make a difference and develop a whole lot of people who went on to lead great things. Even though I never met the man, I learned a lot from him and am grateful for that and to have had the opportunity to stand where he stood. Rest in peace, Jack.

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