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Leading Question: Are You a Barrier Buster?

The Practical Leader

In their Harvard Business Review article, “ Rid Your Organization of Obstacles That Infuriate Everyone ,” Stanford professors Robert Sutton and Huggy Rao report on their study of this more, more, more problem. These issues were sorted into what the group could control, couldn’t control, or could influence.

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Do They See the Leader You’re Trying to Be?

The Practical Leader

” Joe reports, “We found that what set highly coachable leaders apart was their scores on one particular survey item in their 360-degree assessment: Does this person SEEK and RESPOND (his emphasis) to feedback? Cluster the similar points until you have 5-7 major groupings or clusters.

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Moose Mess: Boeing’s Culture May Have Caused Those Tragic Crashes

The Practical Leader

” The Seattle Times investigative report found, “a company that once encouraged its engineers to raise questions or concerns about programs and designs began to do the opposite.” Identify those things you or your team directly control, can influence, and don’t control at all. What should I/we stop doing?

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Leadership Team Dynamics: Culture Change Begins Here

The Practical Leader

We did a series of focus groups, interviews, and surveys within a division of a large company to help Chris, the division manager, determine why their culture wasn’t performing at the level he wanted. Each manager opened the folder and looked into a large mirror inside. Change begins here.

Team 98
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This is Critical to Building an Agile, Change Adaptive Organization

The Practical Leader

” The authors of Your Workforce is More Adaptable Than You Think , report that “workers are seeking more support and guidance to prepare themselves for future employment than management is providing.” Cluster similar points into major groups. Do the same for things you can influence. List each point.

Agility 55
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Fear Kills

Next Level Blog

. | Main | Business Travel Divas Turn Themselves In » July 23, 2010 Fear Kills In case you didnt see it, a report in the New York Times earlier this week offers a stark example of what can happen when the culture of an organization discourages open and honest dialogue. Heres the passage from the article that really hit home with me.

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5 Ways to Hear from People Different from You

Ron Edmondson

I have quarterly meetings with direct reports. I periodically set up focus groups of people for input on various issues. 5 Ways to Influence Those Who Lead You…Leading Up! I give plenty of opportunity for input into major decisions before a decision is final. We do assessments as a team.