LinkedIn articles

Will AI spare leadership?

Will AI spare leadership?

Your new CEO knows everyone’s name – not just employees but also their extended families. Your new CEO sends cards on your birthday, and never books you in for work on your holiday schedule. Your new CEO is fluent in every language in the world. Your new CEO is a machine.

Purpose at work

Purpose at work

The why of our behaviours is a more powerful story that the how. Both philosophy and empirical research suggest that the higher our level of interpretation or construal, the more we will stick with it when the going gets hard.

Make work engaging again

Make work engaging again

No one sets out to be the kind of manager whose employees do not feel alive at work. No one sets out to be a soul-sucking manager. So, how does it happen and why do so many of us feel – you might say – dead at work instead of alive at work?

Engagement and being awesome on your job

Engagement and being awesome on your job

I don’t know the magic formulas that consulting firms use to define ‘disengagement’. Companies like Deloitte and Gallup tell us that 70% of employees are not engaged, but I don’t know whether we need to take it with a grain of salt. I can tell you that many, many of my friends would fail the test of engagement. So what is the test of engagement?

Why people lose motivation – and what managers can do to help

Why people lose motivation – and what managers can do to help

At some point, every leader has dealt with a person – or, worse, a group of people – who has lost motivation. It’s frustrating, isn’t it? As much as we’ve been there ourselves, sometimes it’s hard to sympathise with others who are disengaged from work and unproductive as a result.

An innovation culture

An innovation culture

Want to know more about why so many companies have disengaged employees who don’t innovate or help your organisation adapt? Watch this video.

The right tool for the job?

The right tool for the job?

Growing up outside Pittsburgh (Pennsylvania) in the 1970s, we had a 1960s era Sears circular saw around the house. I discovered the saw in the workbench in the basement as a teenager. It ran so loud it was shocking. The spinning blade was menacing.

Keeping up with the digital revolution

Keeping up with the digital revolution

The digital revolution is deeply affecting the way we live, consume, work and interact with one another. Not only do companies have to revamp their operating models and adopt to a changing market environment; CIOs must also upgrade their arsenals and come up with new strategies.

Too much information?

Too much information?

Like many beautiful ideas, transparency is a little more complicated when it’s translated into reality. In an age when it’s normal for detailed information to be readily available to anyone who cares to look – through online customer reviews, public social media profiles, location-enabled apps – it’s easy to assume that sharing information can only be a good thing.

Job crafting

Job crafting

I once was at a thanksgiving dinner party where someone asked: “If you had 10 lives to live, in how many of them would you have kids?”

Strategic job branding

Strategic job branding

Our job titles say a lot about us. They are powerful symbols about who we are, what we can do, and what others can expect from us. In this sense, a job title is a brand that communicates expectations.

How to ask for the job title you deserve

How to ask for the job title you deserve

When accepting a new position or angling for a promotion, most people tend to focus on salary negotiation. But your job title should also be part of the equation.

How to unlock people’s potential at work

How to unlock people’s potential at work

Wondering how to get the most out of people? You are not alone. According to the pollsters at Gallup, more than 70% of American workers are not engaged at work. Worldwide, the number of disengaged workers balloons to 85%.

Just be yourself?

Just be yourself?

We found across three studies that the extent to which job candidates strive to self-verify is a critical factor in final job offer decisions, making top candidates more likely to convert interviews into job offers.

The emotions of innovation and competition

The emotions of innovation and competition

Competition between employees may be an inescapable part of many people’s work lives and can lead to improved performance. But if leaders want to ensure that competition unleashes creativity and not unethical behavior, they must resist the temptation to lead through fear.

The dark side of transparency

The dark side of transparency

Leaders need to get smarter about when to open up and when to withhold information so they can enjoy the benefits of organizational transparency while mitigating its unintended consequences.

Wooden ears

Wooden ears

Did you know that trees listen and speak to each other, across species? Turns out their roots are networks that allow them to share information and resources.

A whiff of cat fur

A whiff of cat fur

If organizations want to inspire creativity, innovation and peak performance, leaders need to activate people’s positive emotions. But when employees get a whiff of bullying, or of being punished for experimenting, just the opposite happens.

Do you think forced evaluation curves work best?

Do you think forced evaluation curves work best?

The important argument against grade curves is that they create an atmosphere that’s toxic by pitting students against one another. At best, it creates a hypercompetitive culture, and at worst, it sends students the message that the world is a zero-sum game.

Creating change: the questions to ask

Creating change: the questions to ask

Change is a fundamental part of business today. To be successful and stay successful, every organization has to know how to adapt, innovate and evolve. However, before implementing any grand change ambitions, you should first stop and ask seven important questions.

Creative job titles can energize workers

Creative job titles can energize workers

Job titles don’t usually generate much excitement. They’re printed on business cards, emblazoned on LinkedIn pages, and used in formal introductions. Some organizations, however, see them as a chance to get creative.

Stop paying executives for performance

Stop paying executives for performance

For chief executives and other senior leaders, it is not unusual for 60-80% of their pay to be tied to performance – whether performance is measured by quarterly earnings, stock prices or something else. And yet from a review of the research on incentives and motivation, it is wholly unclear why such a large proportion of these executives’ compensation packages would need to be variable.

Performance evaluations: Gaussian curve or playing to strengths?

Performance evaluations: Gaussian curve or playing to strengths?

We don’t need Gaussian curves to get the best out of ourselves and others. Leaders need to encourage teams of people to bring their best to work as they compete in the external market, instead of forcing team members to compete internally with each other.

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