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As you probably know I’m the one within the Forzes network of professionals who’s most driven to maximize potential and business results. We build in-company performance and business improvement journeys where people can flourish and there’s a positive impact on the business bottom-line. We strive to make the Return on Investment inherent and integral to our work. Call it ROI by design.
But there’s really only so much you can do as an external contractor just within your particular remit. I’ve come to the realization that we sometimes need to change the performance environment, just as much as we need people to flourish. Rummler offered us one way to better picture this situation.
Let me tell you a ‘tale of two’ to make my point. Two leaders: one who will take the groundwork we’ve laid down in our learning journey and build upon it to transform her team and the organization and another who well, won’t.
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I had an educational design epiphany the other day. Let me take this opportunity to share it with you.
One of my clients has entered the age of Fintech and however cool the buzzword may sound; the human implications are often staggering. The CEO retired, the board needed to be renewed, management levels were scrapped and basically any supervisor left was asked to apply for a new job. In some lines of business only 10% of management became obsolete, in others much more. And I’m not even going to start to address the shop floor implications as one banking outlet after another was closed.
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For those of you who know me, it should come as no surprise that my heart in learning and development very much lies with the power of the innate potential that each and everybody harbors. If I were to ask if you resonate with my vision, you’d probably say: “yes, yes I do” and probably even wholeheartedly.
Here’s the thing, though. What if we were to boldly broaden this positive perspective beyond learning and on to organizational development? What if teams of ‘high potentials’ were to undertake projects to improve what they’re jointly driven and committed to doing? Not by following some managerial directive, but by finding and following their own intrinsic drive for improvement.
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