Today's societies, organizations, and people have gone — and are going — through major changes. Emerging from research are key elements and characteristics of top performing organizations in today's environment.
Read article »Now, more than ever, organizations need the bonding glue of a strong culture to hold everything and everyone together. At the core of that culture is a strong leader pulling the team together.
Read article »Creating the conditions for self-motivation leads to satisfied employees producing satisfied customers.
Read article »Not all organizations perform equally. The significant variable is the quality of leadership.
Read article »The innovation paradox: Random, chaotic, and unpredictable innovations need a stable management system and process to nurture the growth and development of "lucky breaks."
Read article »If we want more experimentation and learning on our teams or organizations, we must establish an atmosphere that builds self-confidence and trust.
Read article »Personal, team, or organization improvement doesn't happen just because we want to get better. Unless we have the infrastructure and processes for constant and ongoing improvement, it's all just wishful thinking.
Read article »Continually improving our capabilities calls for coordination and planning. The goal of planning isn't plans, however, but action.
Read article »Discipline, consistency, and new habit formation moves organizations from Partial Quality Management to true Total Quality Management.
Read article »When I look back at the hundreds of team or organization changes I've been involved in during the last three decades, the most successful – and certainly all major ones – were driven by "monomaniacs with a mission."
Read article »A company's external customer service is only as strong as the company's internal leadership, and the culture of commitment that this leadership creates.
Read article »When change fails, it can almost always be traced to dysfunctional leadership.
Read article »Over the past few decades of working with hundreds of senior management teams while leading The Achieve Group (now AchieveGlobal) and The CLEMMER Group, I've seen the strategic, the tactical, and the totally lost.
Read article »
Managers keep searching for the sure-fire change and improvement path. But following the trendy and popular routes often lead them over a cliff or into dead-end canyons. Cutting through the buzzwords and theories, comes Pathways to Performance — a guide to help you, your team, and your organization blaze your own successful way to high performance.
View book/ebook/CD »Social media is a key force in making the Internet truly a world wide web of interconnections. And that means the penalties or pays offs of low or high service/quality levels are exponentially multiplied. Technology for collecting and analyzing data along with process management approaches like Lean/Six Sigma are powerful management tools. They can pinpoint […]
Read post »In the opening lines of the chapter entitled, “Making Strength Productive” in his 1967 book The Effective Executive, the “father of modern management,” Peter Drucker writes, “to make strength productive is the unique purpose of organization. It cannot, of course, overcome the weakness with which each of us is abundantly endowed. But it can make […]
Read post »How would you describe the organizational culture of your dreams? What are its essential elements? How would people treat each other? What core values would shine brightly every day? If you could eavesdrop on members of your team describing their workplace at a family gathering or social event, what would you hope they’d say? We […]
Read post »In our Extraordinary Coach development system we define coaching as interactions that help the individual being coached to expand awareness, discover superior solutions, and make and implement better decisions. This is a broad leadership skill set that is most often used in career and performance coaching. Extraordinary coaches can exist in an ordinary or even […]
Read post »Our Linked 2 Leadership group on LinkedIn (connect with me at http://ca.linkedin.com/in/jimclemmer) is having a lively and insightful discussion on the question, “What are the top reasons why cultural transformations fail?” Since the failure rate of organizational change efforts like health and safety, quality, productivity, innovation, customer service, morale/engagement, teamwork, or public sector renewal is […]
Read post »Improving organizational health and safety is like motherhood. Everyone is in favor of it. Vision, values, and mission statements abound with warm words about its importance. Who doesn’t agree with slogans like “everyone going home safe and healthy every day”? Only the most twisted executive or manager wants to hurt anyone. Yet many organizations are […]
Read post »