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Expecting the Unexpected: Meet Unpredictability with Agility and Adaptability

The Practical Leader

Or look at a shorter, more visual chart on doomsday forecasts predicting the end of the world (including revised dates — also wrong) published by The Economist in 2015. They launch a series of programs bolted-on the side of operations rather than an integrated process of change and transformation.

Agility 69
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Put Your $$ Where Your Mouth Is!

Marshall Goldsmith

My dad operated a two-pump gas station. Marshall Goldsmith was selected as one of the 10 Most Influential Management Thinkers in the World by Thinkers50 in both 2011 and 2013. He was also selected as the World’s Most Influential Leadership Thinker in 2011. This “pay-for-results” idea wasn’t mine. My mom was a school teacher.

Long-term 130
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3 dysfunctional behaviors leaders use to avoid discomfort

Skip Prichard

The point is, they’re every bit as uncomfortable with conflict as the person who avoids or appeases; they just have a different method of operation. What they really mean is that they know how to avoid real conversations without it being called avoidance. I used to think the pattern was due to lack of skills development.

Workshop 126
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Be More Productive Now: Mindful Strategies for Increasing Performance

Strategy Driven

He is the founder of The Potential Project – a leading global provider of corporate based mindfulness solutions operating in 20 countries. Rasmus is author of the book “One Second Ahead – Enhancing Performance at work with Mindfulness”, published by Palgrave MacMillan, October 2015. Psychiatry Research: Neuroimaging 191, 2011, 36–43.

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Avoid Doing the Wrong things Righter…But, “By What Method?”

Deming Institute

Stephen Covey similarly described this concept using the metaphor of a ladder, stating, ”Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall” (Covey, 2011). 2015, November). Meeting Two: What are we trying to achieve in key focus areas? References.

Covey 69
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Using Deming’s System of Profound Knowledge to Gain Insight into Data Collection

Deming Institute

The theory of knowledge helps us recognize that someone decides what data to collect and what operational definitions to use. In April 2015, she and Suzanne Anthony published “When Measurement Becomes the Mission, Don’t Trust the Measurement” in The Journal for Quality & Participation.

System 28
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Deming’s Ideas Applied at Intermountain Healthcare Since 1988

Deming Institute

Here is another of those articles: How Intermountain Trimmed Health Care Costs Through Robust Quality Improvement Efforts by Brent James and Lucy Savitz (2011). However, our payments also fell—often even further than our operating costs. Intermountain thus lost more than $9 million per year in operating margins.

Deming 28