What Great Companies Know: Retention Is Critical For Real Success. The aftermath of 2008 economic downturn saw employee turnover plummet as most employees decided to hunker down in their jobs.
Turnover went from 35.7 percent in 2007 to 23.6 percent in 2009, but now it’s gradually inching back to its earlier, pre-recession level. The U.S. Department of Labor reports that it reached 26.5 percent in 2011, and this year, it’s projected to cross the 30 percent mark again. Inside GitHub's Super-Lean Management Strategy. Imagine you could run a company on autopilot: no tier of “managers,” just people creating value by doing what they love and letting the rest fall into place.
How companies kill creativity. FORTUNE -- Let's say you lead a team of creative types -- marketing mavens, designers, copywriters, photo editors, graphic artists, or anyone else your company counts on to come up with fresh, compelling ideas and images.
Maybe you've noticed over the past year or two that their output just doesn't sparkle the way it used to. That's fixable, says a new study, but only if you're willing to let creative pros step off the daily treadmill of emails, meetings, and memos. iStock by Getty Images, an online photo and video service, recently polled 400 "creatives" and found that 60% of them had "great ideas" in the past year, but didn't have time to follow through with them. Nearly three-quarters (70%) said they need more "creative time," and 63% said they're so busy doing mundane tasks that there is no time left over for "creative reflection and inspiration. " Almost one in four (23%) said they spend only about two hours a day on creative work. The Importance of Eliminating Bad Behavior That Damages Your Culture.
“Ron, you know someone needs to talk to XXX because he does not know how to talk to people.
He is so rude.” The other gentleman in my office said, “you have to realize that he has worked here for seven years in HR under XXX.” That statement changed the conversation immediately. Everyone knew that the person he mentioned was beyond difficult to work for. It was like he had a vendetta against anyone that walked through the door. We have all run into these type bosses in our career. Learning from a bad boss I had a boss in a prior job that took pride in that approach. The end of bosses « FullStart. 0inShare Published on October 14, 2013 in Knowledge by Walter Chen The most innovative tech companies today aren’t just inventing new technology, they’re also building totally new kinds of companies.
Mature startups like Valve and Github and smaller up-and-comers like Treehouse and Medium have done away with managers who boss people around and expect servile compliance. Instead, these companies have a flat organizational structure of makers without a middle-management layer. Individuals manage themselves and each other to build awesome things through peer management. How does anything get done? I admit that I was extremely skeptical about bossless companies when I first heard about them. What’s at stake can’t be understated. In place of hierarchy, authority and control, bossless companies run on accountability, autonomy and trust.
How bossless companies do it 1. Social media marketing startup Buffer takes information transparency to an extreme. 10 Ways Today's Purpose-Driven Brands Can Bring Their Core Values To Life. Today’s brand must live and breathe through its core values in order to survive.
Purpose is king, and there’s no turning back. When 87% of global consumers believe business should place equal weight on societal issues and business issues, the better a brand brings its societal purpose to life in everyday operations, the more successful both business and social impact will be. With our planet in a rapid state of decline--climate change, loss of biodiversity, disparity of wealth, obesity, water scarcity, the list goes on--companies will increasingly be viewed as either part of the solution or problem. The 12 Habits Of Highly Collaborative Organizations. Givers take all: The hidden dimension of corporate culture - McKinsey Quarterly - Organization - Talent.
After the tragic events of 9/11, a team of Harvard psychologists quietly “invaded” the US intelligence system.
The team, led by Richard Hackman, wanted to determine what makes intelligence units effective. By surveying, interviewing, and observing hundreds of analysts across 64 different intelligence groups, the researchers ranked those units from best to worst. Then they identified what they thought was a comprehensive list of factors that drive a unit’s effectiveness—only to discover, after parsing the data, that the most important factor wasn’t on their list. The critical factor wasn’t having stable team membership and the right number of people. It wasn’t having a vision that is clear, challenging, and meaningful. Rather, the single strongest predictor of group effectiveness was the amount of help that analysts gave to each other.
The importance of helping-behavior for organizational effectiveness stretches far beyond intelligence work.