• Two Reasons Companies Fail and How to Avoid Them

    Knut Haanaes says that companies can reinvent themselves. They don't have to go out of business. They fail because they "only do more of the same" or "only do what's new." Haanaes says the solution is "exploration and exploitation."

    He asks two questions:

    • First question is, looking at your own company: In which areas do you see that the company is at the risk of falling into success traps, of just going on autopilot? And what can you do to challenge?
    • Second question is: When did I explore something new last, and what kind of effect did it have on me? Is that something I should do more of? 

    How can you explore and exploit?

  • The Most and Least Stressful Jobs

    Managers (corporate executives) have very stressful jobs!

    Federal Occupational Health gives the following tips to manage stress:

    • Take a walk
    • Read a book
    • Go for a run
    • Have a cup of tea
    • Play a sport
    • Spend time with a friend or loved one
    • Meditate (learn how in the sidebar)
    • Do yoga

    Find out more at http://www.foh.hhs.gov/calendar/stress.html

    Explain how you manage stress.

  • Ford is disrupting itself

    Ford CEO Mark Fields told Business Insider, "It's a very exciting time at Ford, because we are transitioning from an auto company to an auto and a mobility company. Mobility for us, at the very simplest level, is to allow people to live, play, and work where they want. How do we help enable them to get around to do that? And there's a lot of talk around technology companies disrupting the auto industry. Our approach is very simple: We're disrupting ourselves."

    Explain what Ford means by disruption.

  • Would you like to work for you?

    Jack Welch, former CEO of GE, says that before you start complaining about your manager, evaluate yourself.

    Explain why you would like to work for you.

  • As Social Platforms Grow Older, So Do Their Users

    Read more about the above infographic at 

    Why does it matter to business that social networks' users are getting older?

  • Zappos and Self-Management

    Three years ago, Zappos shifted from a traditional management structure to “holacracy,” a system that replaces hierarchies and bosses with “self-management.” Holocracy means no managers! 

    Zappos had been on Fortune’s Best Companies to Work For eight years in a row.  But, not this year. In particular, two questions generated particularly dismal results:

    • Do employees think management has “a clear view of where the organization is going and how to get there”?
    • Do managers “avoid playing favorites”?

    Fortune comments, "The shift to holacracy, combined with a wildly ambitious software project called Super Cloud—not to mention a reconceived business strategy—has left employees confused, demoralized, and whipsawed by the constant pace of change. Over the past year, in part owing to a buyout offer, 29% of the staff has turned over."

    CEO Tony Hsieh told Fortune, “The one thing I’m absolutely sure of is that the future is about self-management.”

    Explain why a company might not need managers.

    How could teams run a company without managers?

  • Inside the mind of a master procrastinator

    Numerous people in business don’t plan and are wondering why they’re not seeing better progress. 

    Perhaps Winston Churchill said it best in World War II, when he said, "He who fails to plan is planning to fail." 

    Why is procrastination a problem?

    What has procrastination done to your life?

    What is the importance of deadlines?

    If there are no non-procrastinators, what are you really procrastinating on?

  • The Surprising Truth About Employee Recognition

    Managers and employees don't agree on the importance of employee recognition, according to a survey by Office Team. The results are highlighted in the infographic above.

    • 89% of senior managers think their recognition program is effective
    • 30% of employees think their organizations' recognition was not good at showing appreciation

    How do the seven tips for making employee recognition relate to motivation theory?

    Explain what you think are the best ways to recognize employees.

  • Whose job is it?

    I found the following "joke" at the Rainbow Humor Page

    Who's job is it?
    This is a story about four people named Everybody, Somebody, Anybody, and Nobody.  
    There was an important job to be done and Everybody was asked to do it.  

    Everybody was sure Somebody would do it.

    Anybody could have done it, but Nobody did it.

    Somebody got angry about that, because it was Everybody's job.

    Everybody thought Anybody could do it but Nobody realized that Everybody wouldn't do it.

    It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.
    Question: Whose job is it? What management lessons can you learn from this "joke"?
  • How to get more done at work

    According to a survey by Staples, both workers and managers agree that the following elements are essential to a productive work day:

    • Mobile technology 
    • Break times 
    • Telecommuting 

    On the other hand, both groups call out the following top two reasons for decreased productivity in the workplace:

    • Technology limitations 
    • Non-collaborative work environments 

    “We’re seeing a trend in the right direction with 70 percent of workers and managers saying they’re more productive now than five years ago,” said Tom Heisroth, senior vice president for Staples Advantage. “Providing employees with the right tools and resources is essential to improving office-wide productivity. At Staples, we make it easy for businesses to be productive with everything they need including technology, break room supplies, furniture and office products.” 

    How do you think technology, break rooms, furniture, and office products can help or hinder employee productivity?

    What can companies do to increase productivity and overcome decreased productivity?

  • The New Organization: Different by Design

    CEOs know that they need to redesign their organization to meet global business demands, according to a Global Human Capital Trends 2016 report by Deloitte. However, only 14 percent believe their company is ready to effectively redesign their organization.

    In particular, the traditional leadership pyramid is not producing leaders fast enough.

    • Fifty-six percent of respondents report their companies are not ready to meet their leadership needs
    • Twenty two percent report having no leadership programs for millennials

    To address the leadership issue,  89 percent cite strengthening, reengineering, and improving organizational leadership as an important priority in the year ahead. Brett Walsh, global human capital leader at Deloitte Touche Tohmatsu Limited, said, “Companies must make and sustain investments in identifying and nurturing leaders earlier in their careers. Turning the traditional corporate hierarchy on its head, in a disciplined way, will help develop networks of teams and spawn leadership. Senior leaders and traditional organization structures will need to evolve to take full advantage of a re-energized leadership pipeline.”

    What type of leadership program interests you? What would you recommend?

  • World's First Robot-Staffed Hotel

    "At some point in the past 50 years, the status of robots underwent a shift in the popular imagination: They evolved from something that might save us—from tasks deemed dirty, dangerous, or repetitive—to something from which we might have to be saved." 

    Explain why robots may be our service future.

  • Staff First, Customers Second, Shareholders Third

    Virgin CEO Richard Branson says, "Put your staff first, customers second, and shareholders third." 

    In the video, who rates highest at Virgin?

    Why would a CEO rate staff over customers or shareholders?

  • The Ugly Truth About Meetings

    The Ugly Truth About Meetings

    From Visually.

    Meetings, meetings, meetings! Meetings are part of the organization's culture.

    Explain why meetings are important for managers.

    How can managers improve their meetings?

  • Online Scores or Digital Rankings

    In the Infographic above, GoDaddy compares the online scores or digital rankings of the 2016 Republican Candidates. Instead of exchanging money for products, voters are exchange their votes for promises made by politicians.

    What are some of the candidates doing right? What are some of the candidates doing wrong? How does this affect them getting votes?

    How do online scores or digital rankings apply to companies?

    How important is a company's name?

    How might a manager protect the company's name?

  • A to Z Press Releases

    Explain when a manager might use a press release.