When I tried to create clear rules for determining when to go with a virtual or an in person event, I realized that (with a few exceptions) how you plan is going to drive your success more than the venue you choose
We tend to assess our products, teams, and organizations against fewer parameters than the average baseball fan. It may seem counterintuitive but I suggest that you make your performance management process less efficient to make it more effective.
I have realized that Horowitz’s process is actually a more detailed breakdown of the last step of my own approach. So today I thought I would put one of my favorite communication tools (Yes AND) into practice…
The more specialized the roles or the more mature the business, the smaller the team will be when it is ready to think intentionally about roles, accountability, and structured collaboration. Specialization and maturity seem like good things. “Structure” is often seen as restrictive and annoying. So why would these attributes create an earlier need for structure than a more generalized free for all?
The more specialized the roles or the more mature the business, the smaller the team will be when it is ready to think intentionally about roles, accountability, and structured collaboration. Specialization and maturity seem like good things. “Structure” is often seen as restrictive and annoying. So why would these attributes create an earlier need for structure than a more generalized free for all?
Although there are often many factors contributing to toxic, or even unpleasant, organizational cultures, misalignments between expectations and reality are a consistent driver. This article explores where those misalignments start so that leaders can identify and address them before toxicity comes creeping in.