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Organizations need to be agile and responsive, and this means empowering employees. But how to avoid the many dangers of poorly managed delegation?
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The concept of the holacratic company attempts to give employees a maximum of autonomy by eliminating the constraints which hobble initiative. What underlies the success of organizations which have adopted this management approach?
Managing multi-tiered teams takes much more than a simple quantitative adjustment. An entirely new rapport must be created with the organization to add value in the new role.
Without being intrinsically lucky, some people spontaneously do things that make good things happen to them. So what behaviors are conducive to luck, and how to implement them to develop what is actually a real skill?
There is no magic formula in management. It's the ability to adapt that makes the difference. How to adjust one's management style to the demands of the situation?
How can leaders get their teams to share responsibility for ensuring collective success?
The notion of liberated company remains controversial: some see in it an ideal model, others a deception. In any event, it raises a key question: how can you combine individual autonomy and collective efficiency?
While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?
Retaining a sense of lucidity about ourselves and the situations we manage is all the more difficult when we are in a leadership position. So how can we preserve our capacity for judgment?
The culture of asking questions is not very widespread in corporate circles. Yet, it is an invaluable driver of engagement and progress. How can we get the most out of it to mobilize energies?
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