Our survey of over 1,000 managers and employees reveals that while both managers and employees agree that one-on-one meetings are incredibly important, they disagree on how well they’re being done. Read more
Posts By: Bryan Rusche
Employees who receive helpful, continuous feedback from managers not only perform better, they’re also much more engaged. Read more
This is a comprehensive table of contents organized in a question and answer format of the best SoapBox and non-SoapBox content on innovation management. Read more
Innovation is critically important to success in today’s business world, and leaders across industries are recognizing this. Some companies built their success on innovation — it is the foundation of their mission. Boston Consulting Group (BCG) does an annual report on the most innovative companies and has compiled several great research papers based on surveys to innovation leaders. One of those papers included the most common barriers to successful innovation. Risk aversion, long development cycles, difficulty selecting the best ideas and difficulty measuring performance topped the list. However, there are things you can do to address these challenges.
This post highlights some of the research and best practices you’ll want to incorporate into your own brainstorming sessions to get the most out of them. A few minutes spent understanding some of the common mistakes and hacks for getting the best ideas out of a group can have a big impact on the end result.
A well facilitated brainstorming session can produce up to 30 times as many unique ideas.
There are three key trends that are driving a needed change in the way that leaders and employees work together. It’s having an impact on organizational structure, roles and responsibilities and the technology used in the workplace. While the changes will be difficult and confusing for many at first, there are some exciting examples of organizations that are blazing the trail. Two keys to success will be a strong focus on culture and enabling technology. With human resources at the pivot point of so much of these shifts, they will play a key leadership role in enabling this change within organizations. Read more
As a small company or startup, ideas flow naturally. If you have a good idea, it’s easy to talk to the right people. But as organizations become larger and more complex, this becomes much harder. Size, geographical, departmental or functional silos make knowing who the best person is to evaluate or implement an idea difficult. Idea management software can scale a company’s ability to keep a steady flow of good ideas from all employees.
This post is based on an interview that we did with Steve Wood, the Co-founder & CTO at Nudge in 2016. Prior to starting Nudge, Steve was the co-founder and CTO of Eloqua for 13 years. He helped grow the startup from zero dollars to $100M, including three venture financing rounds, a successful IPO on the Nasdaq, and ultimately an acquisition by Oracle for $955M in 2012. Steve is a frequent speaker at various forums involving B2B marketers, and authored a book entitled “Digital Body Language” about deciphering customer intentions online. His experience has given him great perspective on what it takes to successfully manage innovation in both startups and large organizations. What follows are four areas that are critical for successful disruptive innovation. Read more
Why your innovation strategy needs employee ideas and how you can get them
Innovation remains a key focus and stated priority for many organizations, and for good reason. The world is enamoured with the Uber, Airbnb and other disruptive company success stories. For leadership it creates both a desire to create their own equally disruptive offerings and a fear of becoming obsolete. But with disruption leading the conversations around innovation, have we lost sight of the value of continuous improvement? Research indicates that much of the time, it’s these small, incremental changes that yield much better results. Read more
It’s time to rethink the employee engagement issue. The change we need to make is to redefine engagement beyond an annual HR measure to a continuous, holistic part of an entire business strategy. Here are a couple things we all know:
- A recent survey suggests that employee engagement surveys are largely failing
- Employee engagement is critical to performance, however, most employees today are not engaged
- What gets measured gets done
So if the employee engagement survey is dying, but employee engagement is critical to performance, what should we measure?
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