ORG Blog

From The Chicago Bulls to The Beatles, there’s one special thing that great teams have in common – chemistry. The way different personalities come together in the right way at the right time is where the magic of teamwork happens.

THE ART OF LISTENING

It’s no newsflash that being a good listener is important. Human beings are hardwired with a fundamental need to feel heard. For most of us, hearing comes naturally—but true listening involves more than merely hearing. Listening is an art.

SATISFACTION MATTERS

“I love my job and work hard every day because I’m treated poorly.” Said no employee, ever.

Alchemy we call it, jokingly and fondly, this magic that binds a small, extremely diverse group of veteran professionals into a closely-knit team of change management consultants. It’s not magic, of course. It’s just that we do our best to practice the skills and competencies that we teach others.

Except when we don’t.

While much can be learned by conducting employee surveys, many corporations have learned the hard way that poor surveying technique can do more harm than good. In fact, generally, when executives are opposed to surveying, their opposition is based on poor experiences with surveying in the past.

For those of us in the Leadership and Organization Transformation business the first 100 days of any new administration are vital.

It's an interesting time to reflect on what happens in any system when a new leadership team takes over. Franklin Roosevelt may have originated the idea of the First 100 Days in 1933, but in my experience, it’s quite a good milestone for any type of enterprise.  

HOW DOES MANAGEMENT CREATE THE IDEAL WORKPLACE? 

Anyone have eggs and bacon at breakfast this morning? When it comes to this protein-powered plate, the chicken is engaged…the pig is committed. And such is the case when it comes to enabling your workforce - engagement is only part of the story.

ORG's exclusive “Heat Mapping” technology provides feedback to teams and organizations regarding their preferences and sets the groundwork for excellent coaching and change management conversations.

Part I explored the origins of employee engagement efforts, and identified some pioneering companies that enjoyed early successes. However, some early adopters of engagement practices have since shrunk or disappeared entirely. The first part identified three major causes of employee engagement failures at the organization-wide level – bad strategy, poor integration, and the inability to transfer learning. In Part II, we look at three fundamental sources of employee engagement failure at the work team level and suggest some remedies.

The DISC behavioral preferences assessment is widely accepted as a useful, accurate way to help individuals and groups to understand behavior traits and preferences for interaction,