management innovation - Page number 2

Twenty questions I ask myself every day

On weekdays when I am at home, and not travelling, I get up early, get connected to the rest of the organisation through mails and calls, do  an hour of yoga, and then drive to the office, arriving there around 10:00 a.m. I usually work until 8:00 p.m. and then head home to my family.

During the day, I try to avoid the traps that are so easy to fall into as a CEO. The most dangerous one is thinking you should know the answers to all questions that arise. This is ridiculous, of course. How can I possibly know the answers to questions that have to do with customers, relationships, technologies, solutions, countries, and offices that I have no direct involvement with?

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Why work?

Most economic theories (and many managers) assume that the best way to get what you want from workers is give them the right financial incentives.

But most real people have lots of reasons for working besides just making money. They work to have fun, to socialize with others, to challenge themselves, to find meaning in their lives, and for many other reasons. To bring out people’s best efforts in their work, we need to engage more of these non-monetary motivations.

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Leadership as trusteeship

Trust is an essential human attribute and virtue. When we are born, we are completely helpless and at the mercy of others. We instinctively trust that someone will look after us, nurture us, protect us. Being trusting and being trustworthy are central tenets of what it means to be a human being.

Yet, there is a huge trust deficit in our society today. There is a crisis of trust in government, in religious institutions, in our educational system, in the health-care system and in the financial system. There is deep distrust within the public at large towards the corporate world in general and towards most companies and their leaders. Within companies, there is a great deal of mutual distrust among employees, and among employees and customers, suppliers and leaders.

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Work is not the opposite of play!

How many times have you heard of an ex-employee saying “It just wasn’t fun anymore?” That’s a refrain all leaders ignore at their peril. There is a rich body of research and philosophy that argues that the psychological experience of play is a fundamental ingredient in engagement and satisfying, productive effort. As this Moonshot suggests, making work more playful is a serious and urgent undertaking with potentially dramatic implications for the performance and vitality of all organizations.

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Recap: "Building a Better Boss" webcast with Bob Sutton and Polly LaBarre

Polly LaBarre introduced Bob Sutton for the "Building a Better Boss" webcast in the context of the MIX dream: to build organizations that are fit for the future and fit for human beings. That undertaking isn't the job of any one individual or organization, so the MIX offers a platform for sharing those stories and challenges, called Management Moonshots, which are designed to focus the energies of management innovators. » Read more

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Webcast: Building a Better Boss, with Bob Sutton and Polly LaBarre

Register now to join us Thursday, Dec. 9 at 11 a.m. ET for “Building a Better Boss,” an Open Your World webcast with Bob Sutton and Polly LaBarre.

Bob Sutton, renowned thinker and Stanford professor, will join MIX editorial director Polly LaBarre in a bracing conversation about what it means to be a truly great boss and how to cultivate a work culture that unleashes the best in everyone. » Read more

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Poll: Open innovation etymology

Even if you know when the term "open innovation" was coined, do you know who came up with it?

Professor Henry Chesbrough, Executive Director of the Center for Open Innovation at the University of California (Berkeley), first used the term in his book, Open Innovation – The New Imperative for Creating and Profiting from Technology. » Read more

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Three Keys to Success For the 21st Century Manager

A trio of recent Harvard Business Review blog posts all center around a common theme: what does it take to be a successful business leader and manager in the 21st century? What traits and characteristics should this new generation of business leader possess? » Read more

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LeBron James: A management innovator?

LeBron James is an amazing basketball player. But is he also a management innovator? I couldn’t help but ask myself that question as I watched the news reports last week that three of the biggest professional basketball stars have chosen to play together in Miami. Early reports indicate that each of the players will take a pay cut in order to play together.
» Read more

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