Articles

Teamwork is an inescapable and necessary part of most jobs. The Harvard Business Review has found that “the time spent by managers and employees in collaborative activities has ballooned by 50 percent or more” over the last two decades. As a result, a larger majority of the average employee’s day is spent communicating and/or partnering with co-workers.

Telling people what to do is not anywhere here. Because it is not what leaders do, that's what bosses do. Leaders do not act from a position of authority or a title, they lead by influence, inspiration and a personal example.

What’s the true secret to success? CEOs have to ask themselves this question all the time.

Who are innovative leaders? What are their qualities and how do they drive innovation within an organization? Jeffrey Baumgartner provides a tantalizing profile to which we can aspire.

Most CEOs don’t rate their “innovation quotient” very high. It’s not a lack of good ideas. It’s a lack of innovation organization.

To do this Andrew Harrison shows employees and department heads how to collaborate and communicate with each other with a series of online and face to face ‘psychological safety ‘ workshops. He told me that corporate teams must have a culture of safety whereby they can share their innovative ideas without fear of repercussion.