Let's start with a hypothesis: Employee experience is what people will remember and tell others about the job and the organization ten years after they've left . If that’s true, there’s nothing wrong with benefits, perks, comfortable office chairs, etc., but those things probably don’t qualify as key drivers of employee experience.
One key ingredient of learning leadership from experience is reflection upon that experience based on feedback. Powerful feedback and productive reflection, however much invoked, are not that easy to get right. Especially in the beginning, they require time, careful consideration and a conscious approach to get something out of it.
No one, we believe, will challenge one of the key propositions at the heart of our Leadership Development Kit: that individual leadership skills are best developed through practice and experience on-the-job. In many leadership development initiatives, however, training leadership skills off-the-job still gets the majority of program planners’ attention.
Join us in Zürich on March 27 for our next Open Workspace! New forms of organizing are engaged with to address some of management’s most pressing issues. In this open workspace, we address the question of context for new forms of organizing with special regard to the question of self-management and self-organization.
Without any doubt, leadership is one of the most discussed topics in management research and practice. Depending on the research stream and the practical focus, there are many different meanings of and associations with the terms “leader” and “leadership”, and no single universally accepted definition ...