In a thoughtful e-book titled “The Top 10 Barriers Communicators Face,” the Grossman Group shares the ten most common barriers to effective communication that leaders construct. The e-book provides actionable tips about how to address the problem with executives.
Thousands of words will be penned and spoken in reaction to a document titled “Google’s Ideological Echo Chamber,” an engineer’s 3,300-word document on “ideological diversity.” Some will argue that we must respect dissenting voices in the workplace, and others will express outrage over flawed thinking about gender.
A number of news outlets reported that Slack is raising a $250 million round at a $5 billion valuation. First things first -- congratulations to the Slack team for creating such incredible value for their company. It’s a goal all startups aspire to.
Now that we’ve inspired our employees by casting a vision of a successful company change, let’s explore how to implement successful employee behavior.
Change management experts have created a wide variety of change management models (as mentioned in our last blog). Many models emphasize the importance of casting visions of the change you want to make and devising a communication plan to get there.
Information about change management best practices is widely available to anyone looking to facilitate organizational change. We can turn to companies that specialize in managing change or reference the staggering number of change management models, which range from simple to complex.
As HR leaders, managing change within an organization is one of the most difficult and critical tasks we face. In fact, the management of change within an organization is often the first critical step in driving new business initiatives, such as entering new markets, acquiring operations and talent, or increasing overall productivity and performance.
In a recent article, entitled CSR Values: A Healthy Dose of Show and Tell, Linda Grensing-Pophal points out how CSR “has taken hold in companies around the country and the globe.” Also, in the article, Christen Graham, president of Giving Strong, Inc., a social impact consulting firm, speaks to the communication elements that ensure that CSR values “become an integral part of the corporate culture.”
“Culture eats strategy for breakfast,” a famous quote attributed to Peter Drucker, is one of many maxims tightly linking corporate culture and business strategy. The sentiment has been expressed in numerous ways: “culture beats strategy,” culture trumps strategy, and the more explicit, “culture determines and limits strategy,” referenced in Organizational Culture and Leadership by E.Schein. The implication is clear: a strong culture is greater than an organization’s business strategy. But weighing them against each other to see which one is greater is an unnecessary exercise. What’s clear is that culture is critical to achieving an organization’s vision and mission.