BlogitBlogit kirjoittajalta Laura Vargas Näytä kaikki blogit
BloggaajatKaikki Laura Vargas (10) Pentti Sydänmaanlakka (27) Susanna Rahkamo (13) Marita Hänninen (7) David Goddard (5) Mauno Tirkkonen (7) Juha Hynynen (11) Abdi Jama (2) Miko Pietilä (1) Aarne Kiviniemi (2) Pekka Jääskö (1) Raimo Kekkonen (1) Juha Martikainen (3) Henri Karjula (1)
Looking at the marketplace, we can learn about what great companies are doing well in crafting and implementing strategy.
I have been truly blessed to work with inspiring colleagues. One of these inspiring colleagues, the late Mauri Metsäranta, planted in me the interest in the application of neuroscience research to practical development actions in leadership.
How would you be a better leader if you understood how you make decisions, what biases are built into your decision-making process and how can the team members support each other in decision-making? If you are looking for agility in the workplace, this is a topic that may interest you.
The multifaceted use of the word coaching continues to bring some misconception on the topic: what is coaching in the workplace? We could start by thinking about what coaching is not. Coaching is not mentoring, it is not consulting and it is not therapy.
Performance management is the system that brings together the key elements that make a company successful. As such, business leaders interested in leading towards success should be excited to design and keep alive the performance management system in their organizations. Instead, we often observe that performance management is neglected, or perceived as an “HR issue”. While HR teams should be very proud to have the success of the business put on their shoulders, it is not enough that one team is responsible for such a fundamental part of the business. In many organizations, performance management is old fashioned, bureaucratic, complicated and, frankly, works against achieving business results and creating employee engagement. Companies interested in success should have a simple up to date performance management system that complements and connects the different key elements of the business and is vital part of an inspiring workplace.
August 14th 2014 was a very special day for our team. We celebrated our Chairman of the Board’s 60th birthday and the launch of our latest book in a celebratory seminar around the theme “leadership of the future”. During this day, my dear colleague David and I tried to tackle this exciting question: How to build a global, agile and intelligent organization?
Coaching in the workplace is gaining momentum. Leaders interested in achieving peak performance are fine-tuning their coaching skills and coaching is an integral part of the best leadership development programs. Is this enough to embed coaching into the way of working?
The concept of “workplace” has changed significantly in the last 25 years. Working in one location with colleagues in the same location is less the norm and more the exception. The transition from working in co-located teams to working in distributed (1) teams seemed reasonable yet leaders and team members did not always clearly understand what the transition meant in practice. Can we lead and participate in co-located teams in the same way that we lead and participant in teams distributed across a nation, a continent or the globe with colleagues of same or different business units or partners outside our own organization?
Coaching has become an integral part of leadership development. AMEN! As I look behind on all the leadership development programs that I have delivered with my colleagues this year, not one was delivered without coaching. While many organizations have recognized the value and need for leaders who are excellent coaches, many leaders still struggle with recognizing the value of coaching. Invariably, at least once a month, one eager participant will ask why do I need “this coaching stuff”? This question inspired me to write this blog.
Last week, my colleague, David, and I facilitated a leadership workshop with a group of talented leaders working at one of Finland’s largest companies. When discussing and defining strategic thinking, one participant contributed “seeing the whole field” as the definition of strategic thinking. This definition inspired me to write our blog on the topic of Strategic Thinking.
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