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Posts Tagged ‘TEAMS in the workplace’

HBR’s 10 Must Reads 2017 presents a selection of the year’s most definitive management articles by some of the world’s forefront business thought leaders. Each article was hand-selected by Harvard Business Review editors to present a critical theme that is relevant to the modern business world. These articles collectively represent the best practices, ideas, and insights of the past year, and they aim to educate business leaders on collaborative overload, the necessity of managing algorithms, design thinking, negotiating across cultures, finding career success in a world of automation, and much more.

HBR’s 10 Must Reads 2017 presents 11 of the most cutting-edge, influential articles published in Harvard Business Review in the past year. Key concepts from these pieces include:

  • The negative effects of constant collaboration. Collaborative work has increased dramatically, and while there are clear benefits to this level of teamwork, too much collaboration can have its downsides. Employees who engage in an overabundance of collaborative activities can cause workflow bottlenecks and eventually burn out.
  • The importance of human oversight when using algorithms. Managers who make business predictions often rely on algorithms to identify subtle patterns, but computer algorithms have their limitations. Algorithms are most effective when managers are explicit about their goals and concerns, minimize myopia, and choose the right inputs.
  • The intricacies of doing business abroad. When managers from different parts of the world negotiate, they often misread signals and reach inaccurate conclusions. Managers can overcome these issues by building trust, paying attention to subtle messages, and understanding how to express their emotions.
  • The necessity of evolving the role of the Chief Human Resource Officer (CHRO). CHROs should be empowered to think strategically about their workforce talent to provide competitive advantages for their organizations.
  • The need for knowledge workers to think about work beyond automation. In the future, some workplace roles may be made obsolete by machines, but to continue to find new roles employees must proactively work with technology rather than against it.

To learn more, please visit www.bizsum.comHBR's 10 Must Reads 2017

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The Serving LeaderThe Serving Leader by Kenneth R. Jennings and John Stahl-Wert showcases the powerful yet paradoxical method of achieving greatness by serving others. They intertwine tales of an estranged son and his dying father within the lessons to provide insight into the five actions anyone can take to transform his or her organization or community. Serving Leadership has power and value in many different types of environments, including industries, nonprofits, schools, homes, and churches. The best Serving Leaders turn everything the world knows about traditional leadership upside down and achieve amazing results by doing so.

Serving Leaders must follow five specific and powerful actions if they want to totally transform their businesses, communities, or teams. While these five actions seem paradoxical, they have been proven to yield extraordinary outcomes:

  1. Run to great purpose. Every person, team, organization, or community needs a purpose to help fuel their work. Serving Leaders are people in pursuit of a great purpose. They articulate this purpose in a way that is so compelling that people are willing to run toward it. The leaders set the pace, and this spirit gets transferred to the people they serve.
  2. Upend the pyramid. In a traditional leadership environment, the leader is at the top of the pyramid looking down on all his or her workers, team members, and community citizens. But in a Serving Leadership environment, the pyramid is flipped upside down. In this scenario, the leaders put other people first. They give credit to others before themselves. In doing this, the people they build up will do the same for those they work with. The cycle continues.
  3. Raise the bar. While on the surface Serving Leadership seems soft, it is the opposite. In Serving Leadership environments, standards are very high. No one can join the team unless they meet very rigid criteria. Once they are there, high expectations for performance are placed on them. Mistakes may happen and can be forgiven, but training and corrections are immediately put into place. Those who cannot perform even after extensive coaching are let go.
  4. Blaze the trail. There are often very tough barriers for people to get through on the road to success. Serving Leaders move those barriers and eliminate obstacles to make success easier for those they are leading.
  5. Build on strength. While it may be common for people to think they need to work on their weaknesses, in a Serving Leadership environment, people focus on their strengths. They know their weaknesses but instead of trying to fix them, they find other people who are strong in that area and bring them onto the team.

To learn more, please visit www.bizsum.com

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