article thumbnail

7 Ways we can Stretch Ourselves as Leaders

Ron Edmondson

A rapidly changing work culture takes creative, innovative and adaptable leaders. Leaders must learn to stretch ourselves as the demands upon us continually change. It’s mandatory just to keep up with the pace of change. The post 7 Ways we can Stretch Ourselves as Leaders appeared first on Ron Edmondson.

article thumbnail

An Organizational Growth Cap Theory

Ron Edmondson

You could have done the same thing, because it’s obvious to us that these companies are all about change. Then I think of churches I know…some of the most growing, Kingdom-impacting churches I know are also the most innovative…the most open to continual change. I think of LifeChurch.tv, for example. What do you think?

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Making Good Changes in a Highly Structured Environment

Ron Edmondson

Even if that tradition is continual change (which this church is not), every church (and every organization) forms a unique DNA of how things are done. In our setting, it’s developed into a highly structured environment of systems and procedures, which makes change more difficult than in some churches.

article thumbnail

Making Changes in an Established Church

Ron Edmondson

Even if the church’s tradition is continual change (which this church’s tradition was not), every church (and every organization) forms a unique DNA of how things are done. At the time we were a 104 year old church. Every church acclimates towards a defined structure – an established way of doing things.

article thumbnail

7 Reasons We Avoid Progress

Ron Edmondson

It invites change – Always. And, to fuel and maintain the momentum brings continual change. I have to fill a little pain so I can eventually feel better and be more productive in my workouts. You can’t have progress without it. Progress loves to stir interest in something new.

article thumbnail

Can GM Make it Safe for Employees to Speak Up?

Harvard Business Review

But that’s exactly why it would be a mistake to look past organizational behavior and culture at GM: It is utterly inevitable that things will go wrong, according to Harvard Business School professor Amy Edmondson. Garvin notes that this is where Edmondson’s work on implicit voice theories comes into play.