3 Ways to Build Leadership Credibility in Tough Times

We live in a world where trust in political and corporate leadership in America is still hovering near all-time lows. Of course, much of this lack of trust is easy to explain. The gridlock in Congress, along with the less-than-stellar role Wall Street and our financial institutions played in the last recession have created doubt […] Read moreRead More»

11 Characteristics of Meaningful Work

Managers cannot make work meaningful for employees. Managers, however, can shape the workplace environment to let meaningful work become possible for employees. With a context set to let meaning be experienced, employees can leverage the environment to derive meaning from their work…. Read More»

Software Development Can Teach Management to Become More Agile

Software development is a fairly young profession, which continues to borrow heavily from other disciplines as it defines itself. 12 years ago, a group of passionate software professionals who had been using “lightweight methods” met to identify the commonality and the essence of their methods. Their intense collaboration resulted in the brief Agile Manifesto, which […] Read moreRead More»

“I’m Afraid That’s Impossible”… Should Be Made Impossible

To riff on the Billy Shakespeare’s quote, “The first thing we do, let’s kill all the bureaucrats.” I do find that sentiment funny, though I don’t subscribe to such a black and white view of life. I am, however, terribly honest, so here is my take:  bureaucracy is unavoidable, logical, and can be good. Much […] Read moreRead More»

Social Business Needs a Culture of Social Leadership

I have been arguing for several years now that the real value of social media goes way beyond marketing and communications: it is teaching us a new way to lead and manage our organizations. Thus I have been encouraged by the recent conversations I’m hearing around “social business.” While I think it has the makings […] Read moreRead More»

  • There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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