Our Role in FAKE News

  What do WE, the users, do about fake news? About manipulated and made up information, even slightly biased information, wherever it comes from?! The media are asking themselves what to do about it – how to report what comes from one side or the other regardless of the facts. It is a media challenge, yes. But it is a challenge to any USER of information. The old Pogo retort applies: “We have met the enemy, and they is us.”   Yes, we can and must demand that the administration, the opposition, the media all share responsibility for educating the public – us. But we have to take it farther – and look into our own… Read More

Continue Reading

Beware: The Shadow Side of Power

      With the US Presidential Inaugural looming, many have grave concerns about how leadership and power will be exercised in the next four years. How will the new president and the leaders he appoints use the massive power and reach of the US Executive office.   Power is a highly charged resource with great potential for good or ill. We hope and expect that leaders will use their institutional power with self-awareness and emotional intelligence – that they will be vigilant and the face of flattery and manipulation. We expect them to realize that from others’ perspectives, when they speak, they roar.  When they walk down the halls,… Read More

Continue Reading

Leadership and the Bully Pulpit

Which of the current national/global leaders in the news are you most like? Least like? In this time of high emotion and controversy, your reactions say a lot about you as a leader.   With the news spotlight on national and international leaders, it’s a good time for every leader to think again about what it means to be in a formal leadership role.   On the global stage, terrorism is calling every kind of leader out of the woodwork – an emigration that has been underway full steam in the US as it ramps up for Decision 2016. A full parade of the powerful and would-be powerful, surrounded by… Read More

Continue Reading

Four Missing Pieces from Today’s Change Management Agendas

NUGGET : It’s not enough to add change management steps to project plans and programs. Ensuring change success requires other more powerful and sometimes subtle actions. Here are four.   Change management is becoming a differentiating capability in organizations today. There are more accessible and useful tools and training – stakeholder analyses, better planning and project/program management tools, readiness assessments, communication formats. Change management modules are regularly being built into big technology and other strategic programs. Good stuff, but often they don’t fit the change challenge and may even divert valuable energy because they overly bureaucratize what sometimes needs to be a dynamic and learning-driven process. Four major elements are… Read More

Continue Reading

What If…

NUGGET : Bring your management process into the networked age. Assess your performance management process’ contributions to alignment, culture and your organization’s change process. Imagine that you want to find a better way to help people work toward common goals in turbulent times. A way of managing that’s great for the business and the people in it. And imagine that you introduce this approach in a way that actually jazzes the organization – wakes it up to the New World of Work – stimulates the transformation that you know has to happen “sooner” (for there will be no “later”). Then, rather than patch up that old performance management process, redesigning… Read More

Continue Reading

The Often Lonely and Murky World of the Change Agent

It’s difficult and often lonely to be somebody who is spearheading new processes, systems, views of the organization and people’s roles in it. If you know what I mean by this statement, then you are, like me, a change agent – a business or government leader, and academic or professional who develops leaders, a person who is passionate about creating a better institution and society. You want to influence what is happening around you – to consciously create the future — rather than abdicate to the status quo or accept change as an inevitable and evolving process that will occur with or without you. As a change agent, you are… Read More

Continue Reading

Change Management as Risk Mitigation™

NUGGET : Treat Change Management as Risk Mitigation. Most strategies and plans require many changes in how your enterprise works. For this reason, and because the enterprise is a social as well as a technical entity, changes contain major inherent risks of failure. Change management, if it is put on the table at all, often is an add-on in the form of communication or training programs meant to manage peoples’ resistance or to convince them to get on board. The result? We hear these statistics over and over again: 60-70% failure of change initiatives – in the form of cost overruns, quality problems, continually revised schedules, and abandoned programs. Many… Read More

Continue Reading

More on The Way Forward Transforming Performance Management, Part 5

NUGGET : Performance management? Start over with these 4 additional strategies! This is the fifth article in the Transforming Performance Management series. The first presented a case for taking a new approach. The second and third examined why it is so hard to make changes. In the last article, I suggested four important steps toward a new approach: 1) use different approaches for managing stability and change, 2) redraw the organization to show work flows vs. decision structure, 3) embrace open system values, and 4) bring self-management to the fore. Here I add four more changes that can launch a new era in how we align people and work. This… Read More

Continue Reading

The Way Forward: Transforming Performance Management, Part 4

NUGGET : Performance management? Start over with these strategies! It’s time to stop patching legacy performance management* practices. (See “Performance Management: It’s Time for Something New,” “Why it is So Hard to Make Changes,” and “More About Why It is So Hard To Make Changes,” for reasons.) It’s time to move in a new direction with a designer’s mind and a lot of tenacity. Here are the first four of eight recommendations that can launch a new era in how we align people and work (manage performance). In the new scenario leaders and team members take primary responsibility for the management processes and HR helps to prepare the culture, processes,… Read More

Continue Reading

More About Why It Is So Hard to Make REAL Changes: Transforming Performance Management, Part 3

NUGGET : Power traps, defaulting to HR, and some inherent useful qualities in traditional performance management keep us from moving to a better way of aligning people and work. In my first article in this series about Performance Management, I started to build a case for changing the way work performance is “managed.” In the last article, I suggested three big reasons why it is so difficult to make real breakthroughs. I put some of the failure to change at the feet of 1) boss-subordinate mindsets, 2) the tenacious top-down view of workflows, and 3) faulty views of control. I’d like to add three more reasons to the list and… Read More

Continue Reading