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  1. Recently during a leadership workshop I was facilitating, a participant approached me at a break and told me he wanted more out of his direct reports. He wanted to know why his current approach was not producing the desired effect. While I completely believed his sincerity, it became clear why he was getting the bare minimum from his team...

  2. The messages and communications that leaders send to employees, particularly those on the frontline, are critical. A well put message can boost morale, inspire engagement, and improve relationships between management and frontline employees. On the other hand, clunky or poorly delivered messaging can backfire, even if well-intended. Be especially wary of 'inspirational’ messaging that focuses on influencing the mindsets, feelings, and perspectives of people in tough roles...

  3. Tonight, in MLB Commissioner Rob Manfred's press conference regarding the end of the MLB lockout, he stated that relationships are important in business and that he would do better at that in the future. It made us think of this blog that Aubrey wrote several years ago. We hope the commissioner will take his own words to heart. (Go Braves)..

  4. The signs of an impressive continuous improvement (CI) culture were plentiful. Walls of the common areas were adorned with A3 problem solving papers and visual management boards were scattered across the manufacturing floor. Planning rooms displayed a flurry of outputs from Kaizen events, with sticky notes and process maps extending from wall to wall. Senior leaders were also invested. They were well versed in the methodology themselves and structured both the organization and shop floor to optimize product flow. They recruited CI experts for internal consultation and training...

  5. When it comes to influencing behavior in organizations, there are two truths that need to be considered. These truths relate to two major aspects of the organizational culture: the systems operating in the organization and the leadership practices that are allowed or encouraged within the organization. When it comes to any performance improvement endeavor, understanding each of these influences separately and together can help organizations move away from jumping to quick-fix or cheap solutions that will likely produce little to no ROI to solutions that produce sustained results...

  6. This is a reprint of a classic blog by Aubrey Daniels, from 2012...

  7. At Thanksgiving dinner my family does what many families do—we go around the table and share what we are thankful for. Not surprisingly, on the top of our lists are people. Family and friends support us, sustain us, and enrich our lives. There is much to be thankful for...

  8. What companies do in the near-term to improve the employee experience will have a significant impact on their future success. “The Great Resignation” is causing a disruptive change in how companies operate, lead, and manage their employees. Leverage has shifted from organizations to employees. The expectation that the company comes first is no longer going to be tolerated by the employees. Companies that fail to recognize this, or that react too slowly, will find themselves in serious trouble. The opposite is also true...

  9. There is an old saying that has always bothered me: If you want to go fast, go alone. If you want to go far, go together. If it's just a proverb to point out how important community is, I get it. However, it feels a bit static to me, as if someone can’t learn, develop and grow. As an avid mountain biker, this saying has never resonated with me because, let’s face it, being fast on a mountain bike is much more fun than being slow and I would much rather ride with my crew than ride alone...

  10. How many times a day does this scenario happen in your organization?..

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