The global elite have again descended on Davos for their yearly pundit-fest. Prognostications have been made, as have commitments to save the world, end poverty, and clean up the environment.
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Billy R Bennett's curator insight,
May 8, 2013 9:50 PM
Management Jerks - very difficult people in the workplace - should be classified as Mis-Leaders. There have been interesting studies quantifying the costs. Here is a report on one of them. Coaching can yield results, so can education for the mis-leader and his or her team. However, if change does not come, then do not hide behind the "but he's so technically talented" excuse. The costs of the toxic mis-leader are far greater than peviously thought - now we know he or she can be contagious. Scary thought isn't it.
Billy R Bennett's curator insight,
January 3, 2013 4:01 PM
This article by Anil Giri addresses a problem SCRUM practictioners have experienced: A "too large" and "too distributed" team. However, rather than allowing the team to fail by stopping the project he suggests ways to work around the challenges and considerations to make next time. I like Anil's approach for a few reasons - first he's right. I say that not from experience, but also from the best team research. Co-location is the term for putting people in the same physical space to work as a team. In a previous article I noted the necessity of team members needing to build skills in a co-located team before doing too much work in virtual - remote member - project teams. Here are some other lessons he offers that can be adapted for any team based challenge:
Do you have a team challenge that you would like to be a focus of an article or blog response? Leave a comment or email me at Billy@pyramidodi.com |
I hate the original title to this article. It may lead to a dangerous assumption that all "consulting" may be the same.
This was a study by the World Bank and Stanford researchers testing the impact of management technology
Here is what I agree with...
Success is built with clairty of purpose, roles and assignments - and systems/procedures to manage production. Sometimes things are very difficult to change without external help. Systems can be so chaotic - for good and bad reasons - rapid growth or gross inattention. Either way difficulty seeing means difficulty doing. When people are drowning, telling them to swim faster is not helping. That's when externals - with experience and fresh eyes can play jump in to help. However it's not any experience - there must also be experience at getting out of difficult situations and skill at helping people to fish for themselves.
Talent - know how - is unevenly distributed around the world. Even within top rated countries. However, the full understanding is worse than that. Some top rated countries have talent problems due past to focus more on financial dealing than building productivity...or resolving the productivity issue with poorly implemented technology. A generation of leaders who grew up in that period may not have receieved the benefit of experience in "making things better" and aligning people to work. When seeking external help make sure the people helping have the right experience for your situation.
Experienced external talent can help people create their own systems and behaviors producing real results. In our experience, much more than the 20% return mentioned in the article.
From the comments, you see what I expected to be the reaction to the article... skepticism based upon the experience of bad companies with bad external help.
We built our business on being external help (notice I avoid the C word) to fill the gaps many organizations missed in their development... or were not ready to build. By bringing experience from top companies and tested practices we could bring hope, alignment and engagement to struggling companies...or accelerate success in healthy ones.
www.pyramidodi.com
We help with interventions to align people, systems and behaviors building great work, great workplaces and released potential.
Think of us as lifeguards who can save the drowning, then teach them how to prevent it from happening again.