The Office Blend Blog

AUGUST 5, 2019

Most of us do not require convincing that this scenario is a common one, or that managers ring their hands over it. Long ago, in my very first role a “toxic superstar” not only held an entire team hostage, she managed to have me eliminated for no good reason (except that she engaged in an intense competition with me).

Metrics 71

Metrics Short-term Long-term Influence 71

Center for Creative Leadership

FEBRUARY 7, 2020

It’s a common myth that working harder is the best way to deal with the pressures of management. It also turns on your body’s stress response, releasing a tsunami of chemicals and hormones. The question is, how can you develop it? Reframe how you think. Yet this thinking is flawed. Increase Your Resiliency.

Tips 96

Tips Stress Chemicals Short-term 96

Rich Gee Group

NOVEMBER 28, 2010

home about rich our team news our fans services executive coach business coach speaking inspire media knowledge books affiliates contact Rich Gee Group 203.500.2421 The Man Who Is Changing The World. How can you change the world? How can you change your life? How can you change your career?

Hedge 314

Hedge Class Video Career 314

CO2

APRIL 18, 2012

What is fascinating is how often this effort fails not in determining the path forward for the business but in disseminating the information broadly and effectively to all the members of the organization that were not part of the decision making team. When it has to do with change people will imagine the worst so get it all out at once.

Strategic Planning 145

Strategic Planning Planning Strategy Balanced Scorecard 145

Skip Prichard

JUNE 28, 2019

That’s why I was interested to see how David Komlos and David Benjamin tackled the subject. Implementing a customer relationship management system is complicated; delivering a winning customer experience every time is complex. Simplicity in the Age of Complexity. In business, I often wonder if there are any simple problems.

Sull 71

Sull How To Insourcing Sharpe 71

Strategy Driven

JULY 25, 2012

Front Line Heroes : Battling the business Tsunami by developing high performance organizations (Volume 1) by Bruce Hodes. With humor, real-world examples, and step-by-step guides, the book explains: How to make mission, values, and BHAGS relevant to daily organizational life. How to transform groups into high-performance teams.

Team 51

Team BHAG Blanchard Airlines 51

CO2

AUGUST 8, 2010

Barbara does a great job of saying how it is difficult to believe that if a Tsunami comes your way, it is because you must have been sending out those vibes to generate waves of destruction. Many of you have read The Secret by the idea of manifest destiny. Often when there is no acceptance there is no movement in your life.

Positioning 90

Positioning Executive Coaching Politics Open-book 90

CO2

AUGUST 17, 2010

We are faced with a tsunami of information. Civics literacy is about how do you find the information you need to be part of a democracy. Interview with Charlie Firestone and Vivian who is the CEO of NPR. Vivian Schiller CEO of NPR at the Aspen Institute 2010 gives insights into the importance of New Literacy.

Schiller 98

Schiller CEO Executive Coaching Strategic Planning 98

Strategy Driven

JULY 18, 2012

Front Line Heroes : Battling the business Tsunami by developing high performance organizations (Volume 1) by Bruce Hodes. Front Line Heroes : Battling the business Tsunami by developing high performance organizations (Volume 1) by Bruce Hodes. How to transform groups into high-performance teams.

Team 52

Team Sports BHAG Customer Loyalty 52

The Practical Leader

OCTOBER 24, 2011

As change tsunamis relentlessly sweep the globe, adaptive organizations are getting stronger and unadaptive ones are being washed out to sea. Although it provides a framework, it’s not a how-to book. Although it provides a framework, it’s not a how-to book. Adaptability is absolutely critical today.

Heskett 49

Heskett Kotter Books Review 49

The Practical Leader

JANUARY 23, 2012

Good Company ties together the lessons we’re still learning from The Great Recession, and explains what’s fueling the occupy movements, shows how social responsibility and environmentalism is dramatically shifting business approaches, and identifies the rising power of customers. Good guys finish last.”

Company 53

Company Parcell Books Review 53

Harvard Business Review

SEPTEMBER 28, 2017

It’s difficult enough to stay resilient in the face of high demands and changing circumstances. Resilience Is About How You Recharge, Not How You Endure. How to Evaluate, Manage, and Strengthen Your Resilience. A strong sense of purpose serves as a foundation for resilience by sustaining meaning.

Stress 14

Stress Learning-by-Doing Report Project 14

Harvard Business Review

MARCH 28, 2011

Companies are always shocked when low-probability events such as an earthquake or a tsunami disrupt their supply chains — as has happened after the tragic events in Japan two weeks ago — because of two fallacies. For instance, the scenario that an earthquake, a tsunami, and a nuclear crisis would simultaneously hit Japan Inc.

Supply Chain 15

Supply Chain Fixed Costs Price Crisis 15

Harvard Business Review

AUGUST 3, 2012

But for businesses, knowing when to expend time and effort preventing — and planning responses to — low probability, high consequence events is now, more than ever, one of the hardest and most important risk management problems to address. The financial crisis that led to the Great Recession unfolded almost four years ago.

Risk Management 10

Risk Management Supply Chain Crisis Report 10

Harvard Business Review

NOVEMBER 14, 2011

Not just by an ongoing recession and March's disastrous earthquake and tsunami, but by an aging population that is decimating the workforce. The reason for this enormous brain drain: a toxic combination of deeply rooted social mores and how they're manifested in Japan's corporate culture. Japan's economic health is threatened.

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Flextime Survey Education GDP 13

Harvard Business Review

DECEMBER 1, 2017

When a disaster strikes, federal, state, and local governments need a coordinated strategy, accessible data, and a skilled workforce to manage the response. In the case of wildfires, sensors can detect how far and how fast is the fire spreading. Since 1980 the U.S. Gathering Data Before a Disaster Strikes.

Transportation 8

Transportation Tactics System Chemicals 8

Harvard Business Review

MAY 10, 2017

New Yorkers could manage for a few hours, maybe a few days, but what would happen if the outage lasted a week or more? For an example of the kind of disruption such an attack could cause, consider the 2011 Japanese tsunami. For an example of the kind of disruption such an attack could cause, consider the 2011 Japanese tsunami.

Power 10

Power System Video Transportation 10

Harvard Business Review

MAY 10, 2011

I know how to handle stress. And yet, even knowing — and doing — the right things to manage stress effectively, I'm still stressed. What is the best way to cope with feeling overwhelmed while also managing the complaining, gossiping, snarky colleague? How should we respond without becoming that person ourselves?

Stress 16

Stress Energy Finance Resistance 16

Harvard Business Review

JUNE 26, 2012

The resonance of Anne-Marie Slaughter's Atlantic article is testimony to how far we've come since 1987, when I began talking about work and family in my Wharton School classes. What's significant is the article's symbolic value and how it addresses current intergenerational differences in attitudes and experiences.

Constraint 15

Constraint Bottom-up Self-aware Learning-by-Doing 15

Harvard Business Review

JUNE 24, 2011

Japan's post-tsunami crisis and repeated tornadoes of the Southern and Midwestern US demonstrate the vulnerability of modern infrastructures to the forces of nature. Wall Street's meltdown, the subsequent recession, and the consequent demise of discretionary spending remind us that human-made disasters can be devastating in other ways.

Travel 14

Travel Crisis Stress Reference 14

Harvard Business Review

JANUARY 26, 2015

How do long-established companies make this transformation? How do they understand the need to change and create the energy and urgency around it? How do they match a shift in strategy (which is called for in times of change) with a shift in culture? We believe that there is no such thing as a 130-year culture.

Welch 8

Welch Six Sigma Agility Operations 8

Harvard Business Review

MAY 7, 2015

Managing the growing overlap of work and life has become harder for this younger generation and for parents especially in the last five years: one of every three full-time workers surveyed reports this. Call it a work-life tsunami. Millennials wonder how they’ll weather this storm. The reason? For the U.S. Perfect storm?

Survey 8

Survey Christensen Globalization Human Capital 8

Harvard Business Review

MARCH 23, 2011

Every half century or so, the risk assumptions underlying our economic, social and political foundations change dramatically. Old efficiency thinking based on engineering and rational market models needs to be replaced by a creative intelligence based on imagining, building and managing new futures.

Uncertainty 13

Uncertainty Supply Chain Scenario Planning Sharpe 13

Harvard Business Review

DECEMBER 7, 2012

earthquake off Japan's east coast triggered a massive tsunami and led to a cascading series of problems. Too much efficiency can be just as deadly as too little, if it leaves an organization unable to cope with change — either because it's too fragile to survive a crisis or too rigid to adapt to industry changes.

Efficiency 8

Efficiency Supply Chain Christensen Crisis 8

Harvard Business Review

JUNE 16, 2015

The lesson is clear: How and where you allocate available sales resources is where the leverage resides for more profitable growth. All businesses face opportunity costs. In the case of a sales organization, money, time, and effort allocated to accounts A and B are resources not available for accounts C, D, and so on.

Productivity 8

Productivity Products CRM Efficiency 8

Harvard Business Review

JUNE 24, 2013

In his book Antifragile , Nassim Nicholas Taleb describes how some systems, such as biological ones, gain from disorder. In a recent post , I described how Tesco, the $100 billion U.K. Many large, successful organizations are more fragile than they seem. They break under stress. Remember the travails of Kodak , Digital Equipment Corp.,

Organization 8

Organization Supply Chain Customer Intimacy Stress 8

Harvard Business Review

AUGUST 26, 2013

With a tsunami of new digital technologies all converging simultaneously — social, mobile, cloud, analytics and embedded devices — there has been, once again, a cry for corporate IT to radically change to enable the digital transformation of businesses. There is no time for complacency. Research points to the latter.

CIO 8

CIO CTO Operations Technology 8

Women in the LEAD

MARCH 7, 2010

Women in the LEAD A B O U T U S H O W T O C O M M E N T Recent Posts WOMEN: LEADERSHIP is How TO BE WOMEN: Love, Respect and Leadership WOMEN: Is Negative Thinking Holding You Back? Doing interesting work, looking to renew yourselves, finding ways to change the world, and offering new thinking and ideas to share with others.

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Welch Katz Globalization Conference 45

Harvard Business Review

MARCH 15, 2011

It's not enough to study how happiness flourishes when things are good. It's not enough to study how happiness flourishes when things are good. How can positive responses bloom in the aftermath of trauma? The tragic earthquake and tsunami in Japan is exactly that: a tragedy. Do it right now — before reading ahead.

Stress 13

Stress Definition Short-term Positioning 13

Harvard Business Review

JUNE 18, 2012

Cookson found herself in the unexpected position of having to react to a media tsunami — fast. I don't think I realized how large the volume of comments without information could be," she says. I sat down with her to explore what she learned from the experience, which she was able to distill into five lessons: # 1.

Participative 11

Participative Crisis Crisis Management Conference 11

Harvard Business Review

JANUARY 13, 2017

So how do you tell your boss you simply have too much to do? How can you protect your image as a hard worker while saying uncle? No matter how busy you are , it can feel exceedingly difficult to talk to your boss about your heavy workload. ” So when you feel snowed under, you really should let your manager know. .

How To 8

How To Project Advice Case Study 8

Harvard Business Review

JANUARY 31, 2013

What has changed to encourage such an upbeat view of manufacturing? What has changed to encourage such an upbeat view of manufacturing? Second, we see a raft of innovations that will alter how products are designed, manufactured and sold — everything from nanotechnologies to 3D printing. Demand is Shifting.

Globalization 9

Globalization Supply Chain Pharmaceuticals McKinsey 9

Harvard Business Review

DECEMBER 20, 2011

Ok, this one is cheating a bit, but on a fundamental level, the top themes in green business haven't actually changed too much ( see the 2010 list ). Yes, it's December again somehow: time to look back on what we've learned and oversimplify into a handy list. China, China, and China. The greening of the supply chain.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

MARCH 21, 2011

The power supply shortage resulting from the massive earthquake and tsunami that struck Japan's Tohoku region on March 11, along with the threat of nuclear disaster that's followed, has created widespread chaos in the country. For managers, these are especially important questions. The utilities affected are Tokyo Electric Power Co.

Crisis 8

Crisis Power Management Short-term 8

HR Digest

JANUARY 10, 2024

You’ll know as you read this interview – the wealth of leadership wisdom, strategic foresight, and transformative insights shared by Norm Smallwood—a luminary shaping tomorrow’s leadership landscape–will completely reframe how you look at the modern workplace! The ability to manage change determines the fate of any organization.

Ulrich 52

Ulrich Leadership Diversity Audience 52

Strategy Driven

OCTOBER 31, 2019

It’s hard to believe in our youth, but time reveals how little ‘d’ democratic failure can be. It stalks all of us sometimes, and it finds us often in life unless we figure out how to thrive and how to avoid the land mines. For example; Knowledge may change as times change, right? The knowledge part is easy.

Cooper 50

Cooper Groupthink Leadership Styles Servant Leader 50

Strategy Driven

JULY 22, 2016

But with the invention of the nail gun, everything changed. But with the invention of the nail gun, everything changed. Succession planning answers arguably the greatest talent management question of the 21st century: how will organizations fill the void left by the baby-boomers? Think about it.

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Planning Hammer Succession Constraint 50