In the 1970s and 1980s, authenticity and self-development in the workplace were considered to be important by many middle and senior managers in the Western world. Perhaps too important: organizations were sometimes seen as narcissistic vehicles for self-development, instead of entities that should serve the interests of their shareholders and/or other stakeholders. Continue reading →
Increase your personal effectiveness by dealing with your actions first
For many senior business people, their day in the office resembles drinking from a fire hose. Not only do they need to attend a large number of meetings (often back to back), they are also hit with a continuous stream of ad-hoc questions from their staff, peers, customers, and line managers which require their attention and action.
A couple of years ago I started to get really worried about my personal effectiveness. Despite the outrageous number of hours I spent at work, I found it increasingly difficult to complete my tasks and finish my projects.
In order to address this, I decided to analyze my workload to find out what I could do to change this. Continue reading →
Why I consider ‘Lost and Founder’ by Rand Fishkin to be a must read
At the beginning of my career, I managed a high profile ERP project. A couple of weeks before the go-live deadline, the customer introduced completely new requirements but did not want to shift the deadline. Needless to say, this significantly compromised the amount of time available for testing, something every available textbook warns one about. However, due to a combination of intimidating behavior of the customer, my own unwarranted optimism and lack of experience, I agreed to implement these new requirements and limit the amount of time available for testing. A decision which resulted in a rather ‘volatile’ go-live scenario which was highly visible for everyone in the company…
It is common wisdom that we learn more from our mistakes than from our successes. If anything, success has a tendency to make us complacent, whereas mistakes force us to take a step back, reflect on why our actions and behaviors did not work out as planned, and stimulate us to make changes in the way we approach opportunities and challenges.
When reading social media postings, business magazines and consulting firms reports, it is easy to get the impression that the number one problem organizations are wrestling with is incorporating millennials in the workplace. However, there is strong evidence that the orientation of millennials does not differ from previous generations at all.
The way the market for talent works is frustrating for all parties: both for corporate recruiters as well as for candidates. In order to change this, corporate recruiters should start acting as marketers that know their product and their customers.
Leaders need to do three things in order to set clear priorities for their organisations
By Dirk Verburg
Most executives I know are extremely busy. It seems they always have more things to do than they have actually time for. This is probably the reason why articles, books, websites and software packages claiming to offer personal productivity solutions are more popular than ever.
Time Management Tools have a limited effect…
No matter how different these solutions are, they all have one thing in common: they force choices. Whether it is the Eisenhower Matrix, Frank Covey’s Time Matrix or Dave Allen’s ‘Getting Things Done’ philosophy, they all force choices between things that need to be done and things that could be done.
Many people try to implement some or all of these tools and techniques in order to try to balance their time with the items on their to-do list. However, most of them remain structurally overloaded. They continue to have more ‘need to do’ actions on their to-do list than they have time for.
The last couple of years it is extremely fashionable to bash annual performance reviews. A number of companies are publicly apologizing for the fact that they had them in first place, wondering aloud why they could ever have been so stupid, and demonstrate their remorse by publicly joining the ranks of the enlightened ones: those companies that abolished their annual performance review process.
In this context it is important to raise two questions, namely what the purpose of the annual performance review actually is and why it should be abolished. Continue reading →