Management gemsFind here some gems from our monitoring of the best publications on leadership and management

Currently, most companies are pondering how they can best take advantage of AI at their own scale. Applications and experiments are thus flourishing, with varying degrees of success. Very often, the frustrations are commensurate with the hopes. And with good reason: AI, however "intelligent" it may be, can ultimately only do one thing—work from the data we provide it with. To capitalize on it, we therefore need centralized data of sufficient quality and quantity, and derived from a wide range of sources. In many organizations, however, this data is scattered among various business functions, each of which has its own systems.

So, before considering sophisticated generative AI set-ups, it is useful to carry out a quick diagnosis of your organization. Is tacit knowledge sufficiently formalized? Is it centralized? Are data collection and processing methods sufficiently standardized? Given the nature and quantity of the data collected, is there a risk of triggering biased responses from your AI system? Would you benefit from access to additional sources? This upstream work is essential to ensuring the quality of the AI's responses and maximizing its potential to help decision-making.

Source:  Harnessing AI to accelerate digital transformation, The Choice by ESCP, July 2023.

Interviews with people leaving the company represent a mine of information that too often goes unexploited. They are an essential moment to collect data about the causes of employee departures. When properly conducted, these interviews can help identify dysfunctions, detect the low-key generalization of unsatisfactory behavior, and identify possible levers for building loyalty.

To that end, discussions must be able to be frank and critical, while also remaining constructive. This quality of exchange is difficult to achieve when emotions are still raw, or when employees are concerned that expressing themselves too forthrightly will lead to not getting their former employer’s recommendation.

One good practice consists in slightly pushing back the timing of this interview, within the limits of what is possible. In this respect, studies show that exit interviews held two to six weeks after the end of employment are often the most fruitful. They benefit from greater perspective and objectivity on both sides. The more neutral tone allows deeper probing of the true causes of dissatisfaction. In these more favorable conditions, some managers and HR experts even report feeling they have taken part in a genuine and shared brainstorming session on the solutions. 

Source: The Biggest Mistake Companies Make in Exit Interviews, William Mahan, Work Institute, August 2023.

The voice is one of a leader’s essential tools. Far more than we think, it shapes perceptions and contributes to the quality of interactions. An American study conducted on presidential candidates showed that the simple fact of altering their voice through a computer program had an impact on voting intentions. In the corporate world, executives testify that it is far more difficult to rise through the ranks and assert yourself to your teams with a thin voice.

Fortunately, it is possible to learn to play with the timbre and tone of your voice, to modulate its rhythm and volume according to situations, for instance to restore calm during a turbulent meeting or to refocus a tense press conference. You must also be sure to periodically rest your voice, in order to avoid vocal breakdown. A classic problem according to executives, who state they spend their time talking—sometimes to the point of voicelessness!

Consequently, more and more companies are calling on the services of speech therapists to help their managers learn to tame their voices. Singing or acting lessons are also offered. This enables in-depth work to be conducted on people’s vocal capacities and helps to collect ideas for exercises or micro-routines to sustain them over time.

Source: Un bon dirigeant doit assurer vocalement [Good leaders must be vocally assertive], Christophe Haag, Harvard Business Review France, October 2014.

The arrival of every new generation leaves previous generations puzzled. Generation Z, born between 1997 and 2010 and currently entering the job market, is no exception to this rule. Classically, these young recruits present new expectations and new ways of approaching the employer-employee relationship. According to research conducted by Andrei Adam, a specialist in talent management, three salient elements stand out among members of Generation Z:

- A stronger need for flexibility in organizing one’s own work.

- The search for a workplace that is also a place to socialize: an expectation that can be found among all employees since the Covid crisis, but one that appears to be particularly marked among the young generation.

- The need to develop in one’s professional day-to-day. With Generation Z, there is no longer any question of long-term commitment to one’s employer. Young people see their current position first and foremost as a springboard to the next ones. Faced with this expectation, an employer can only benefit from taking its employees’ plans into account and making itself a fruitful and stimulating step within them. Do you want to attract the talents of Generation Z? Make sure you offer them personalized support to develop their employability: development coach, mentoring program, ongoing training, etc.

Source: 3 ways to retain your Gen Z employee, Andrei Adam, TEDxMcGill, YouTube, August 2023.

It’s an accepted fact: to make a quality decision, it is best to collect as much information as possible and analyze it with care. But is that always true?

Many research studies invite us to nuance this conviction. They show that, in certain contexts, it is beneficial to avoid an in-depth analysis of the situation. In such cases, it is best to content ourselves with deciding on the basis of simple criteria, such as empirical rules founded on past experiences. This can be observed in three situations:

- An uncertain context, saturated in information: when multiple data and analyses are available and the state of the art doesn’t allow a solid decisional basis, adding still more information and analyses only increases the cognitive load, without further clarifying the decision to be made.

- A fluctuating environment: in fast-evolving markets, data is sometimes obsolete before it has even had the time to be collected and processed.

- Difficulties accessing information: sometimes, the necessary cost of collecting information in the needed quantity and quality isn’t justified by the potential benefits associated with a better-informed decision.

In such circumstances, the quality of the decisions taken depends less on the finesse and exhaustiveness of the analyses than on the ability to mobilize our experience or that of our experts. A counter-intuitive discovery in the age of Big Data!

Source:  The Potency of Shortcuts in Decision-Making, Sebastian Kruse, David Bendig, Malte Brettel, MIT Sloan Management Review, September 2023.