QAspire

SEPTEMBER 18, 2012

But, can we say the same about our successes? When we reach (or beat) our goals, do we conduct a robust ‘after action review’ to get to the bottom of what went right? A similar movement needs to take hold in the failure/success arena! Why do we fail to embrace success as a teacher? I’ll speak for myself.

Succession 155

Succession After Action Review Learning-by-Doing Bottom-up 155

Great Leadership By Dan

SEPTEMBER 3, 2013

Here’s why: “Most organizations see leaders'' as drivers of results - exceeding sales quotas, deepening market share, boosting profits, etc. Do employees feel that their boss honors their career aspirations, building needed skills that serve their organization now and in the future?

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Harvard Business Review

JANUARY 11, 2017

Organizations depend increasingly on independent, temporary workers, even for mission-critical work. We call this subset of freelancers who do strategic work in companies or nonprofit organizations agile talent. They contribute technical expertise that an organization does not already have to a critical project or initiative.

Mentor 8

Mentor Agility Team Teamwork 8

Harvard Business Review

DECEMBER 8, 2015

Whatever the size of your organization, don’t stop the learning with an observation. As one successful venture capitalist told me, “we try to make new mistakes each day.” As your organization encounters uncertainty, how confident are you that you’ve enabled your team to share errors and escalate them?

Uncertainty 8

Uncertainty Decentralization Venture Capitalist After Action Review 8