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The Wrong Reason Many Policies are Written

Ron Edmondson

Some policies are written for all the wrong reasons. That’s a tension to be managed, not a problem to be solved. Many policies are written, because someone didn’t want to solve a problem. Many policies are written, because someone didn’t want to solve a problem. Policies are easy. See the tension.)

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The Real Reason Many Policies are Written

Ron Edmondson

Through painful experiences, I’ve discovered why many policies are written. That’s a tension to be managed, not a problem to be solved. Many policies are written, because someone didn’t want to solve a problem. Every other staff member may be performing satisfactorily, but the policy controls everyone.

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More Diverse Boards Do Better On ESG

The Horizons Tracker

Female presence The results indicate that the presence of female directors can shape boardroom decisions in a manner that favors stakeholders and opposes any unlawful or unethical actions by managers. This influence, in turn, positively impacts a company’s social and environmental performance and its reporting standards.

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The Need for Employee and Management Buy-In When Implementing Change

Lead Change Blog

He or she can set the strategic direction, sign off on policies and plans, and encourage a professional and productive atmosphere, but significant change is implemented by managers and employees often far removed from the CEO’s corner office. If managers and employees do not embrace proposed change, it will not happen as planned.

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Creating a Culture of Inclusion: Proven Tactics for Recruiting a Diverse Talent Pool

HR Digest

Implement Diversity Training Diversity training can help hiring managers and recruiters understand the value of diversity and develop the skills needed to effectively recruit and hire diverse candidates. This training should cover topics such as unconscious bias, the use of diversity metrics, cultural competence, and inclusive communication.

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The Real Reason Many Policies are Written

Ron Edmondson

In her book “ Unleashing the Power of Rubber Bands” , Nancy Ortberg talks about the need to differentiate between “ a tension to be managed and a problem to be solved “ One example for me is the constant tension between the administration/money side of ministry and the discipleship/hands on side of ministry.

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Succession Planning | Passing The Torch And Avoid The Talent Crisis

Chart Your Course

Successful succession planning strategies identify talented employees suited to fill positions of managers and other organization leaders. This makes the transition of one manager leaving and a new one filling their place a smooth one. The committee follows the outline set by the owner or top leader of the organization.

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