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Posted on February 10, 2016 with No Comments

corporate reorganization chart

Corporate reorganization is triggered by leadership transition, changes in the business, acquisitions, poor performance, and many other reasons. It has become a common place method and action that manager’s take. It is so common place that organizations and people within organizations expect leaders to make organization changes on a regular basis as part of decision making and sometimes without an explanation. It is just expected to happen, especially whenever a leader is promoted or moved to another organization.

Posted on December 29, 2015 with No Comments

organizational effectivenessWhere are they going?

Turnover has become more of a concern for some companies. It is not new to track workplace turnover. It can be voluntary (employees leave on their own) or involuntary (employees are laid off or let go). It is the reasons for the turnover that can affect organizational effectiveness.
Whether you’ve lost a few senior people or a large number of support staff, it’s evident that your employees are setting off their own alarm, of sorts. Clearly, they’re trying to tell you that some condition – or combination of conditions – has made it untenable for them to continue working for your company.
The short-term costs of employee turnover are well known: The cost of recruiting, interviewing and training one new employee equals about one-third of an employee’s annual salary – a sum that grows exponentially with multiple employee resignations.

Posted on November 10, 2015 with No Comments

innovative leaderInnovation requires curiosity. Curiosity involves inquiry. Inquiry uses questions – The Language of an Innovative Leader. When we as leaders stop asking questions because we think we are the experts, we stifle creativity and innovation.

Does being an innovative leader matter? If you are a leader that influences the results of a company, and are responsible for growth and a competitive advantage, then innovation is key to your success. Especially in this case, but even to be a leader others will follow – don’t focus on being in charge, being right, being the smartest in the room, or having all the answers. It is okay to ask questions – especially as a leader. It is not a sign of weakness as a leader; it is a sign of strength.

Posted on October 6, 2015 with No Comments

effective communication“Ninety-seven percent of executives and managers say their communication to subordinates is clear, understandable, consistent and direct” (NFI Research Survey). If you are reading this and at least chuckling, join the crowd. There are so many things that leaders must be aware of, be doing or learn to do better. Maybe they assume that as long as they are sending emails or telling their organization about the latest change or idea they will pursue that counts as effective communication. Well, it is one form of communication: one-way. After all, they are too busy doing all the other things to worry or care whether their message is received and understood, but they assume it is. According to this research, the majority think their communication is effective. Yet it is one of the number one complaints or reasons I am asked to work with an organization.

Posted on September 22, 2015 with No Comments

innovationOrganizations are moving away from traditional performance management practices that emphasize rating an employee on a scale of 1 to 4/5. Adobe Systems Inc. tops the list of leading brands moving from this type of review system. Donna Morris, Adobe’s vice president cited a high rate of voluntary employee turnover immediately after the reviews as the main reason for the change.

Posted on September 8, 2015 with No Comments

performance managementToday, the fittest companies survive and thrive by adapting to their environment. Leading brands including Accenture, Deloitte, Adobe and GAP are shifting from traditional performance management to more employee centered practices. The true value of an employee’s performance is more than delivering targets, meeting datelines or impressing the manager. Employees want to better themselves and add value to their organizations, customers and fellow employees.

Posted on August 18, 2015 with No Comments

managing trustTrust is a vital component in the success of an organization.  A study by Deloitte covering over 100 mid-sized firms in both US and the UK revealed that 90% of employees who left their job cited breach of trust as the main reason. Similarly, 65% of the American workforce employed are actively job hunting for their next position according to Forbes. Trust is needed in every aspect of performance in an organization and affects many aspects ranging from increased productivity, efficient management, job satisfaction, employee engagement and staff development. However, when there is organizational change trust becomes the most important aspect of a company to ensure the change succeeds.

Posted on August 4, 2015 with No Comments

organizational network analysisThe success of an organization depends on several factors. The primary factor is effective communication. Having an effective communication structure increases coordination, cooperation and teamwork among employees. Formal communication structures based on job roles, organizational charts, workflow or functional boundaries can sometimes fail to reveal complex interactions in a business. The revelation can be achieved through Organizational Network Analysis (ONA).

Posted on March 31, 2013 with Comments Off on Considering a Merger? Use a Map and Power Networks!

networking and mergingLet’s make sure this merger works! But how? Find the power networks in your organization. All the reasons you have to acquire or merge with another company can fall apart just because of power networks. Do you have confidence in the operational due diligence? How can you make changes that will stick? How can you lower costs of integration and save time? If you are considering acquiring or merging with another company or combining/restructuring organizations or departments, you must find the power networks that will make or break the transaction.