From Fast Company

Hootsuite’s “Czar of Bad Systems” has the authority to fix processes that aren’t working–anywhere in the company. READ MORE

From Harvard Business Review

Think back to your first day on the job. If you’re like most people, you felt excited and were eager to get down to work. But, based on the results of field research I recently conducted, I am willing to guess that just a few months later that excitement dissipated and you began to feel dissatisfaction, even boredom, with some aspects of your job. You’ve probably witnessed a similar trend among the employees you’ve hired and managed as well. READ MORE

From Entrepreneur

Your company grows by leaps when you get buy-in from team members and help them see their potential to lead from within. READ MORE

From MIT Sloan Management Review

Companies will effectively navigate the challenges posed by digital disruption if they look at them as organizational and managerial problems, rather than technical ones. READ MORE

From Fast Company

Being a good facilitator isn’t the same as knowing how to manage people or run a meeting. It all comes down to understanding the tools–and structure–that help people collaborate. READ MORE

From Harvard Business Review

Despite the billions of dollars companies spend on employee training, research shows that workers are unconsciously incompetent in 20% to 40% of areas critical to their performance. How can you teach people skills and knowledge they don’t know they lack? By redesigning corporate learning programs so they are adaptive and force users to admit when they’re guessing, and by encouraging a culture of continuous improvement, in which mistakes or lack of confidence is acknowledged and openly discussed. READ MORE

From Entrepreneur

The Rolls-Royce brand is synonymous with top-of-the-line engineering -- but that’s not the only secret to its success. Neil Crockett, chief digital officer at Rolls-Royce, recently revealed to U.K. newspaper The Telegraph that shared team goals are driving innovation at the company. READ MORE

From Jamie Notter

I love data. I’m a cyclist, and in the group of friends I ride with, I’m known as “stats,” because I am always the one to report on our average speed and the number of meters we climbed, etc. So it shouldn’t be a surprise that when it comes to culture, I do like the data. I love debriefing the culture analytics with clients and talking about the interesting patterns and contradictions in the numbers. READ MORE

From Jamie Notter

I was debriefing some internal culture data with a client, and the CEO opened the conversation with his other senior leaders by referencing a book that Marshall Goldsmith wrote a few years ago: What Got You Here Won’t Get You There. Goldsmith’s book is focused on individual leaders—helping them get past some unconscious habits that proved to be successful previously in their careers but have now become roadblocks to success. READ MORE

From Jamie Notter

Some of you know that in the last year I made the decision to personally switch to the metric system. I was originally inspired by a video from Dan Pink on this, and it was surprisingly easy for me to change little things in my life—on my own—to adopt the metric system. My weather apps now show the temperature in Celsius. My scale shows kilograms instead of pounds. I changed many of the settings in my car to kilometers, and I’m actually getting used to the fact that my cruise control on the Beltway is now set to 105. So do you remember in the 1970s when there was a (failed) movement to switch to metric? That’s because in the 1970s you needed a movement for it to happen. We didn’t have the individual power to start changing things on our own. Now we do. READ MORE

From Jamie Notter

I think we take management teams for granted, but given the power they have to impact both strategy and culture inside an organization, I think that’s a mistake. We should be intentional about them and, frankly, hold them to a higher standard. Here are some tips for moving in that direction. READ MORE

From Jamie Notter

Everyone wants to know how good their culture is. They want to know if their people rate the culture favorably, they want to know if they are considered a best place to work, they want to know if they have good engagement scores, and they want to know if they do a good job on things like innovation, transparency, collaboration, and agility. READ MORE

From Jamie Notter

No matter what kind of job you have, I’ll bet that a large percentage of your workday is devoted to one, single activity: Coming up with an answer or a solution to a problem you face. READ MORE

From Entrepeneur

Tough situations make it harder to process information -- but that's not necessarily a bad thing. READ MORE

From Harvard Business Review

As topics like automation, artificial intelligence, and skills retraining dominate conversations about the future of work, some predict catastrophic job loss and a dystopian future where legions of unskilled workers languish unemployable in the margins. READ MORE

From Fast Company

In an ever-polarized world, it’s important to consider points of view other than your own. But truly being open-minded involves some tricky mental work. READ MORE

From Forbes

How engaged are you at work? Probably not much. READ MORE

From Fast Company

These two “silo”-smashing alternatives can fix the problems caused by your stagnant org chart. READ MORE

From Entrepreneur

Companies that have embraced ambitious sustainability goals have invariably found it improves efficiency, employee morale and public perception. READ MORE

From Medium

How embracing constraints and rules can actually cultivate creativity READ MORE