The fantastic success of Susan Cain's Quiet: The Power of Introverts in a World That Can't Stop Talking demonstrates that she has tapped into something very important in our culture and our society at this moment in history. Read More
When leaders succumb to the temptation to look the other way, to deny blame, to blame others, or to scapegoat individuals in the short term, they and their entire organizations or constituencies end up paying a huge price over the longer term. James Murdoch is currently in the process of learning this lesson at News Corp. Read More
Sometimes, workplace emotions and behavior, whether our own or others', seem hard to understand. A confident and decisive executive may lose her nerve when her boss comes to a meeting, two co-workers may get caught up in what seems to everyone to be analogous to sibling rivalry, and everyone might have disproportionate dread of their annual performance review. Read More
Hello Everyone-As part of my forthcoming book, The Blame Game, I have developed a psychometric assessment in partnership with Robert Hogan of Hogan Assessment Systems, and Performance Programs Inc, based on the Hogan Development Survey.
If you'd like to see a sample of what the report looks like, it's viewable at:http://www.creditandblame.com/cbta Read More
I'm working with Performance Programs and Hogan Assessments on a new "Credit and Blame" style assessment that will be referred to in my upcoming 2011 book on the topic of Credit and Blame in the Workplace.
This assessment will provide valuable feedback about how you assign, and react to, credit and blame. Read More
I had a fascinating conversation yesterday with Tony Schwartz, the author of "The Way We're Working Isn't Working" and founder of The Energy Project. Tony's work is focused on how we can meet four key energy needs:
For better or for worse, the dynamics of credit and blame are at the heart of every organization and make or break every career. Unfortunately, credit and blame are rarely assigned in an objective or fair manner, and individual psychology, team dynamics, and corporate culture all influence the process by which credit and blame are allocated. Read More
As mentioned in earlier postings, credit and blame is at the heart of organizational psychology, for better or for worse. The "who, what, where, why, when, and how" of the assignment of positive regard or negative feedback in the workplace is a key driver of either productive or dysfunctional dynamics and performance at the individual, team, and organizational levels. Read More
Credit and blame are at the heart of organizational behavior. Over the years, issues of credit and blame have been among my clients' top concerns. When working well, credit and blame can enable individuals, teams, and entire organizations to confront reality and effectively move forward. When broken, however, credit and blame can derail efforts at any level of an organization. Read More
I am pleased to launch a new interactive "series" on this blog: "Credit and Blame at Work".
I'm currently working on a book about credit and blame, and will give due credit to anyone who can post an interesting response or a helpful link in response to the topics that we will be exploring together. Read More
Henry Ford reportedly once complained that all he wanted from a worker was a pair of hands, but that he had to deal with the whole person instead. Each of us brings our whole self to work each day, regardless of whether we have a chance to express and actualize ourselves in our jobs. Read More
Imagine you're the CEO of a hypothetical mutual fund company with 10 different mutual funds and 40 managers of those funds. Now, imagine you didn't know which manager had bought which stocks. Absurd, right? You would never be able to make adjustments as far as which managers were good stock pickers and which ones were not. Read More
360 degree feedback is an increasingly popular tool for executive coaching and leadership development. An individual evaluates him or herself along some predetermined quantitative and qualitative dimensions, providing numerical ratings for the quantitative items and comments for the qualitative ones. Read More
In the current economic environment, it is crucial for individuals, teams and organizations to continuously improve their performance. Getting and giving useful performance feedback, whether through a formal performance appraisal system, or through less formal, more ad-hoc tools like Rypple, can help greatly. Read More
Everyone has their own favorite indicators of the sorry state of our economy and the stress that it is causing. Some people point to empty restaurants in New York City, plunging condo prices in Miami, or lengthening unemployment lines. Others point to the growth in prescriptions for anti-depressant and anti-anxiety medications. Read More
In these difficult economic times, many people are in transition and looking for new jobs. Even though employment interviews are often unreliable and invalid predictors of job performance, they remain the most common and most heavily weighted selection methodology for most employers.
In the current economic turmoil, one thing has become clear. In an enviroment of cutbacks, downsizing, and restructuring, formal lines of authority and accountability have been seriously disrupted and blurred. Read More
Much has been said and written about how President Obama differs from his predecessor in the oval office in both substance and style. These distinctions were highlighted yesterday when President Obama candidly admitted "I screwed up" in the cabinet nominations he had made. Read More
In the current economic environment, companies are increasingly realizing that their only endurable source of competitive advantage is how well they can assess and develop their human capital. Pre-employment intelligence and personality testing are more common than ever, and leadership development and executive coaching programs are becoming standard in organizations large and small. Read More
If your boss hovers over you in a figurative sense, you are likely to perceive micromanagement and may become resentful after a certain point. You may need to have a candid conversation with your boss about feeling that you are not given sufficient empowerment or autonomy in your role. But what do you do if your boss is hovering over you in a literal, physical sense? Read More