Anger is one of the most powerful emotions in the human repertoire. It drives people to collective action, as in the civil rights movement and the recent election, and also in sports – have you seen the New Zealand rugby team the All Blacks perform their ritual haka before each game? But anger can be destructive as well. It can generate hurt feelings, damaged relationships, divisiveness, anxiety, inaction or outsized reactions, and in extreme situations, irreparable ruin of people or property. That potential for damage and conflict makes it a feared emotion. Continue reading →
According to Forbes contributor Dan Schawbel, one of the ten most significant 2015 workplace trends for 2015 is this one: “Honesty becomes a revered leadership trait.” After the initial temptation to dismiss it with a snicker, we wondered what made Dan elevate that one behavioral trait to a top position in a sea of more statistically-defined trends such as hiring practices. Continue reading →
There’s a stubborn consistency over the years in how poorly CEOs judge the success of their strategies. Beginning with John Kotter’s research in 1995, and followed by McKinsey’s in 2010, CEOs self-reported that only about 30% of their strategies were successful. Seemingly signaling a breakthrough, The Economist Intelligence Unit’s March 2013 survey of 587 global C-suite executives reported that, “on average, only 56% of strategic initiatives have been successfully implemented in the last three years at their organisations”. But a study by Towers Watson in September 2013 puts a dimmer on that seeming breakthrough: “Employers felt 55% of change management initiatives met initial objectives, but only 25% felt gains were sustained over time.” Whoops – back to the dismal 30% success rate in actually getting what you strategized.