Learn how HR leaders can manage change for a smooth transition during mergers and acquisitions.
Learn how to better meet employee needs and improve patient outcomes.
As executives rethink short-term security and long-term growth, many are making employee engagement a core performance strategy.
Poorly defined objectives, politics, and unclear metrics are among the obstacles to implementing meaningful change. Here's how companies can overcome those barriers -- and create change that lasts.
Too often, training programs fail to deliver the change a company seeks. Here are some guidelines for programs that will create meaningful change.
Change initiatives are rarely implemented effectively. A global financial services company succeeded by recognizing the critical role of front-line managers -- not "change" managers.
During the past 10 years, executives and managers have had to confront a global financial meltdown, ongoing wars, an increase in terrorism, and epic natural disasters. What leadership lessons did this tumultuous decade hold?
Implementing change almost always breeds uncertainty, but these tumultuous times demand it. A 20-year expert explains why change initiatives usually fail, when it's better to take small steps, and how to get people on board.
Employees' anxiety and fears of layoffs have been aggravated by the stormy economic climate of the past two and a half years. Those fears can be worsened in work environments where low trust, poor communication, or unclear expectations prevail.
"Sometimes change requires an earth-shattering or disruptive act." So say the authors of Human Sigma. But the kind of organizational change they are calling for -- however disruptive it might feel while it is happening -- is ultimately positive for employees and customers.
How can organizations make sure that the inherent uncertainty in today's environment and associated redundancies at their own companies aren't disruptive? They must first understand what employees look for from their leaders, whether that is the senior team or the line manager.
A gathering of UK executives stressed the importance of training and development through the economic downturn. The discussion encompassed key leadership priorities, such as skills required by employers now; development needs of the remaining workforce; and boosting engagement, retention, and motivation.
The economy may get worse before it gets better: Most economists say the U.S. GDP will turn around by mid-2009, but the unemployment rate will continue to climb through 2010. Here's how executives can keep employees engaged in this rough economic climate.
Mergers, acquisitions, joint marketing agreements: Some thrive; many fail. Two management experts say that successful corporate marriages aren't all that different from productive partnerships between two colleagues. Here are the eight elements of a prosperous merger.
Despite small signs that the economy is improving, executives and managers are hunkering down for what could still be a long economic downturn. Here's how to keep teams engaged until the economy improves -- whenever that is.
Headlines notwithstanding, the outlook for banks is hardly all gloom and doom. "It will get better -- it just takes time for things to right themselves," says Gallup's chief economist. He and a financial services expert explain how banks can turn things around.
Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.
George Borst, president and CEO of Toyota Financial Services, had a daring plan for leading TFS through an expansion of its customer base and product line. But that required transformation in every aspect of his organization -- new people, infrastructure, knowledge, and skills. Some of the changes offered fresh opportunities, but others presented big problems. What's more, the expansion required Borst to discover new methods of leadership. Here's how he successfully transformed his organization -- and, in the process, himself.
Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company's DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.
Like many Asian banks, Siam Commercial Bank suffered tremendously during the 1997-98 financial crisis. But it managed not only to pick up the pieces and regroup -- it moved to the front of the pack. Here's that company's success story, which offers a model for any business going through wrenching, and possibly fatal, change.