For a long time, I thought the quote “You’re not stupid, you just don’t know much yet” came from Winnie the Pooh. Recently I found out it’s actually said by Karak to Vuk, when he
In lean thinking, we learn fairly quickly that it’s not enough to fix a problem on the surface. We’re taught to dig deeper, to ask “why” again and again — sometimes five times — until we find the root cause
There are moments in leadership—organizational development being a very typical example—when the company’s long-term interests require decisions that don’t feel good for the leader’s ego
When we talk about changing an organization’s culture, and I say that expectations and norms need to be communicated to employees regularly — until it becomes completely clear to everyone
It just so happened that lately I’ve had two conversations that connected to each other in a rather interesting way.
There are times—an economic downturn, a change in regulations—when a company simply can’t provide work for everyone. And that means we may have to say goodbye to good people, trusted colleagues, long-time team members.
When a leader has to let a team member go, the emotional side of the decision always comes up. But, as I mentioned in the first part of this series, taking a step back and looking at the bigger picture can sometimes help reduce the stress that comes with it.
A colleague asked me this unusual question during a recent reorganization project that affected the entire company.
A podcast sorozat utolsó, de talán legfontosabb darabjához értünk, a kommunikációhoz, ami sajnos gyakran elmarad a szervezetekben idő hiányában, vagy mert nem is jut eszünkbe,
Mi mindent tehetünk meg annak érdekében, hogy az újonnan érkező kolléga minél hamarabb komfortosan érezze magát, és valóban a munkájára tudjon koncentrálni? Hogyan lehet pozitív