Post by account_disabled on Dec 27, 2023 0:10:13 GMT -6
The key change leaders must make is to be more inclusive in their leadership. In essence, inclusive leadership means a leader is committed to ensuring that all team members are treated fairly. Equity means that all team members feel a sense of belonging and worth. It ensures that people can bring their true identity to the workplace. Most importantly, it involves providing the necessary resources and support so that people can reach their full potential. The hardest part of moving forward is having brave and difficult conversations within your sphere of influence as a leader. Now is the time to modernize managers’ concepts of leadership and give them the space and venue to think differently about how to be inclusive allies and advocates in the workplace. Curtis Odom, executive professor of management.
At Northeastern University's Damore McGinn School of Business and author of Why Aligning People is a Strategic Priority The hardest part of moving forward is being brave within your sphere of influence as a leader And difficult conversations. Fostering better collaboration in teams As we move into an increasingly hyperconnected and hybrid world of work, managers will need to intentionally build networks Job Function Email List of teams and units that drive performance, innovation and engagement. Traditional team principles don't produce performance: Teams have too many members; these groups are often too large to be true teams, and the speed with which these groups form and disband undermines traditional team advice.
The consequences are widespread. Failure to collaborate can hinder organizational and employee performance and productivity. It creates barriers to innovation. It can also undermine employee engagement leading to stress, overload, and burnout. Performance will increasingly be delivered through faster, more efficient networks formed within and outside these efforts. Managers need to improve how they cultivate these networks, paying particular attention to collaboration patterns, quality of interactions, and effectiveness in connecting.
At Northeastern University's Damore McGinn School of Business and author of Why Aligning People is a Strategic Priority The hardest part of moving forward is being brave within your sphere of influence as a leader And difficult conversations. Fostering better collaboration in teams As we move into an increasingly hyperconnected and hybrid world of work, managers will need to intentionally build networks Job Function Email List of teams and units that drive performance, innovation and engagement. Traditional team principles don't produce performance: Teams have too many members; these groups are often too large to be true teams, and the speed with which these groups form and disband undermines traditional team advice.
The consequences are widespread. Failure to collaborate can hinder organizational and employee performance and productivity. It creates barriers to innovation. It can also undermine employee engagement leading to stress, overload, and burnout. Performance will increasingly be delivered through faster, more efficient networks formed within and outside these efforts. Managers need to improve how they cultivate these networks, paying particular attention to collaboration patterns, quality of interactions, and effectiveness in connecting.