Making meritocracy work for your project team
Where does meritocracy stand in an age where equality has started to mean mediocrity? What are some of the drawbacks of treating everyone the same? Editor Adeline Teoh on how to reward your project team without resorting to generic congratulations.
Creating a culture of engagement and accountability
Leaders build a strategic vision, mobilise an organisation to execute that vision, and guide an organisation through and around implementation challenges. Dr Tom Rose explains how engagement and accountability complements a high-performing team.
Creating a Culture of Engagement and Accountability—Tom Rose
Creating a Culture of Engagement and Accountability
Executives and their leadership teams do three big things. They build a strategic vision, they mobilise an organisation to execute that vision, and they guide an organisation through and around implementation challenges that occur in making that vision a reality. In pursuing this threefold agenda, leaders actively cultivate a context that both engages others and promotes their accountability—this includes junior colleagues, peers, and senior colleagues.
To address today’s pressing challenges most leaders and their executive teams have crafted strategic visions for how to win the hearts and minds of customers and secure profitable growth. While many have confidence in the vision, they have much less in its execution. Many executives worry that their organisations will not successfully execute the plans needed to make the strategic vision a reality. They foresee implementation challenges.
People will have to do new things or familiar things differently. They will also need to drive results within tight timelines and budgets while negotiating the challenges of working with global and often remote teams.
Author: Tom Rose
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