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Three Ways to Disagree
The below drawing started while I was making notes during a meeting last week. I observed three distinct behaviors resulting in three different outcomes. To my surprise I witnessed that behavior 1 and 3 are authentic behaviors that give a clear direction to the team and a positive contribution to the meeting results overall. Number […]
Four Knowledgeable Facts About Executives
From my experience, I know that chief executives are not the easiest persons to deal with. But you do need them as an authorizing and reinforcing driver behind the program during the complete life-cycle.
Making Culture is No Rocket Science
In this article I want to pick up the broken pieces that resulted from my organizational culture rant of an earlier post. I stated that measuring culture is the wrong pot to piss in.
More Marketing Mumbo-Jumbo: 4 P’s
If you want be become a good cook, it will take some practice and “failing forward”. Along the road you will discover how the heating equipment works and how to make best use of it
Take a Break
No regular article for week 27 because I allowed myself a small break. I was out on a travel in Piedmont and had the opportunity to visit some magnificent wine cellars and meet some exceptional winemakers. Without any doubt I will be blogging about what we can learn from their passion in the domain of […]
Blow You Away With My Talent
Like me, you may be one of those persons that is gifted with quite a dose of prejudice. If this applies to you as well, then have a look at this prejudice-correcting movie. I was moved when I saw this and I intend to keep it as a reminder for the next time I bump […]
How to Eat the Elephant of Organizational Change?
There is always a moment when the work ahead seems so massive that you don’t know where and how to start. Funny enough this feeling always overwhelms me at exactly at the same moment: once I decided for myself what will (and will not) change and how this will impact the organization. Those moments are […]
More Afterthoughts on Indifference
This drawing refers to an earlier post titled ‘Cracking the Code of Indifference’. Click on the drawing to enlarge it.
Stop it – seriously – STOP IT!
Every now and then I meet HR managers who are keen on measuring culture and who claim to be working on the essential layer of their organization, the source-code so to speak.
It’s About Involvement, Stupid!
In large scale organizational change programs I often meet managers who are puzzled by the fact that people don’t learn the seemingly simple things that they are trying to distribute.
