Having coaching dialogues with employees is an integrated part of the modern leadership. It makes it easier for the employees to be heard, and as a leader you’ll be able to better understand what motivates the employees. The coaching dialogue is also an important part of personal growth for employees to achieve their full potential. It is however a difficult field to master, as misunderstanding is an inevitable part of communication.
The rate and impact of change in the business world is unprecedented (watch Gary Hamel, Reinventing the Technology of Human Accomplishments, 2011 on YouTube), and instills an urgency of change in our organizations, and in ourselves. However, it’s hard to change without knowing what to change towards. You need a useful reference point. A guiding point. Something that is somewhat stable – or at least gives a sense of stability.
Several leadership thinkers point towards a higher focus on capabilities, your HOW, rather than your production directly, your WHAT. So, why not let the guiding point for change be your organizational capabilities that you need for the future of work?
In a fluttering, moving, changing business world, the ability to stay relevant is key to survival and sustainable well-being. This applies in three angles: How can companies stay relevant to the market? How can companies stay relevant to the employees? And how can the employees stay relevant to their employer? Here is a guide to get you started.
Staying relevant – both to employees and to customers – in the modern business world is a strategic challenge with new aspects to it. Driven by development in technology (e.g. digitization) and society (e.g. the growth in gig workers), this is both an impediment and an opportunity to re-frame your understanding of how to stay in so-called Blue Ocean. This blog posts puts light on how to do this.
Fire år! Hurra! Bloch&Østergaard har eksisteret i fire år. Og vi både overlever og lever. Her er en status og noget læring – og lancering af tre markante nyheder: Kindness budget, impact account, og vi søger flere folk.
Nedenfor kan du læse om:
- Status efter fire år
- Hvad jeg har lært
- Tre nyheder
The old, classic question: Should innovation be driven top-down or bottom-up?
The old, classic answer: Both.
But why, and how do you do that? What are the roles of both parties?