[:en]Benevolent Dictatorship[:ja]優しい独裁者[:]
[:en] Understanding the rationale for change alone when accountability is lacking is never enough. As leader, you will find yourself having to do the work of your staff in their stead. By accountability, I mean a leader ensures there are rewards for the right behaviors and good results, and penalties if there are not.
[:en]The Post-Distributor Age[:ja]卸業者のいらない時代[:]
[:en]We are living in a post-distributor age. Gone are the days of cajoling distributors in representing your products to customers—often poorly. The best businesses of today make it easy, comfortable, and fast for customers to buy actually what the want and how they want it. A friend of mine in Australia told me how he […]
[:en]Engagement Survey Use and Misuse[:ja]エンゲージメントサーベイの誤った使い方[:]
[:en]Leaders cannot engage people. People must engage themselves. All a leader can do is clear the way. Despite this, I often find overreaching conclusions from employee engagement surveys about leader’s capability that ought not be drawn, and decisions based on those conclusions that ought not be made. Engagement is either in the nature of a […]
[:en]Dramatic Strategic Change Manifesto[:ja]劇的な戦略的変革において知っておくべきこと[:]
[:en]CEOs often ask me how best to lead dramatic, strategic change knowing full well the kind of concerns, resistance, and doubt that such change can evoke in some staff. Below I list some of what advise.
[:en]Institutionalize Confrontation[:ja]論争が行える環境を作ること[:]
[:en]If you want to improve collaboration in your business, it should not be done by encouraging harmonious interaction. Rather, you must institutionalize confrontation. No healthy organization is ever in harmony; it is constructive disharmony that is the ideal state. Natural tension always exists between individuals and groups in any organizations, and there is no resolution […]
[:en]Incentive Pay Doesn’t Work[:ja]インセンティブに効果はない[:]
[:en]If I offered you more money for results, would you change anything that you are doing now? I have asked this very question to numerous successful CEOs, and invariably the answer is no. I suspect yours is as well.
[:en]Throw Your Lot in[:ja]誰の側に立つか[:]
[:en]On the morning of March 11, 2011, I picked out a tie, checked myself in the mirror, and then left the house to go to Tokyo without knowing that I would never again leave that house the same way. It was only hours later that the massive 3/11 earthquake struck Japan and its deadly tsunami […]
How to Improve without Change
I once cured my lifelong phobia of spiders by moving to Australia. When I stepped off the plane in Sydney, my phobia was instantly transformed into a rational fear! I improved my condition without having to change anything about myself. As absurd as that sounds, you would be surprised how often people ask me how […]
[:en]3 Pillars of Change Traction[:ja]変革を牽引する３つの柱[:]
[:en]If you want traction for change among individuals in your organization, it is only when there are clear standards of performance or behavior, accountability to meet them, and support to help people succeed that a change can take hold. In my experience, a deficit in any one of these three will alter the way any […]
[:en]Motivation is Overrated[:ja]「モチベーション」は過大評価されている[:]
[:en]When a CEO asks me how to better motivate his or her employees to change, the focus is on the wrong thing. Motivation can get a person started, but only discipline can see him or her through to an outcome.
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