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Good Power: Changing a Life. Changing Work. Changing the World.

Leading Blog

And when delivering bad news, use a velvet hammer. The senior vice president of human resources told her, “ Ginni, if you want the opportunity to be CEO of IBM, don’t try to run for office. To help us in applying good power to the us —society—one way is to look “at big problems as big systems to be transformed.”

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The Rainmaker Fab Five Blog Picks of the Week

Sales Wolf Blog

SHRM - Society for Human Resource Managment Indispensible for the HR Professional! Little Big Things Video Series : War on Systems - Systems are at the heart of any well-run organization and serve to provide structure, guidance, assurance, and even a dose of sanity where it is needed most. License. .  Enjoy!

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What Not to Do When Business Sours

In the CEO Afterlife

A delay (not cancellation) in capital expenditures of such initiatives as office upgrades or computer systems are examples of a good place to start. In a crisis, whether short or long-term, the most senior people in the organization need to step up and offer innovative solutions to the issues hammering the bottom-line.

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Know Your History, Purpose and Direction

CoachStation

CoachStation provides consulting and business advisory, coaching / mentoring and human resource related offerings. It is how you use the information that the resources, assessments etc. We do this by developing awareness, skills and capability at an individual, business and organisation level.

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Eliminate Slogans, Exhortations and Targets

Deming Institute

Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. To improve results the system needs to be improved. Slapping up a slogan doesn’t improve the system. And it is also a common condition.

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Case Study: When Two Leaders on the Senior Team Hate Each Other

Harvard Business Review

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. The team had dropped the ball on inquiries from several retailers interested in its products by failing to coordinate getting them into the company’s system quickly.