Employees

One of the most powerful aspects of delegating outcomes is that it creates accountability. By entrusting team members with achieving objectives that impact the greater organization, leaders create a sense of ownership. Teams and their leaders should collaborate to define their missions, outcomes, and metrics that measure progress toward the desired result. In order to establish sustained growth check out our 3 principles and proven coaching behaviors to delegate work effectively.

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Companies not hitting their targets or attempting to achieve some type of transformation, such as cultural, digital, or agile, are all potential reasons for reorganizing portions of the company. Whatever the reason, the method is often NOT geared towards achieving the desired outcomes. The reality is that the re-org of today tend to focus on cost-cutting and “efficiency” instead of asking the more serious question: “what structure will facilitate and incentivize the behavior we need?”

It should be seen as a chance to re-think and re-align the company’s structure, culture, and mission. In this way, it makes for an amazing work environment where people will be happy to contribute, leading to increased retention and more engaged employees. which in turn will generate the results the organization is hoping for.

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When you scale based upon functions, you are likely reinforcing silos. You end up cascading tasks that one hopes align with organizational priorities.

Mission-based organization of the company, rather than carving work up based upon function is more impactful. In the end, most teams will look the same, as if they were carved up by function, but only because the mission dictates that. In other words, if a team has a mission that requires building particular software product functionality, the team will likely be composed of all software developers. On the other hand, if a mission requires a team to investigate what functionality will increase customer engagement, functions other than developers would be required. Learn how Moves The Needle has helped companies with mission-based organization.

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Being a leader embodies so many skills and mindsets that you have to pay attention to. You need to empower your employees and help them unleash the power they already have. It is crucial to communicate and help teach employees how to become A-Players to help build your company from the ground up. Keep in mind that it is up to you to find the best role for each individual in your company instead of grouping them all together. If you can execute these qualities, then you have what it takes to create success.

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During M&As, it can often be challenging to effectively integrate two cultures. In today’s episode, Zakaria Ghassouli, People, Finance & Strategy Director at Avito, talks us through how he proactively used the M&A he went through with Avito as an opportunity to create a better culture after taking the passive approach began to lead to some problems.

As an intrapreneur, dealing with compliance can certainly be a hurdle to overcome. In today’s episode, Moves the Needle co-founders, Brant Cooper and Aaron Eden are excited to talk to Stephen Poor about how compliance departments can better enable innovation and how law firms can be more innovative.

Stephen is the Chairman of Seyfarth Shaw, an international law firm comprised of over 900 lawyers.

Those who carry this vision forward and empower these dreams are the past, present, and future city leadership and employees. The vision is embodied by the residents of the city. The way a city works, the way it prioritizes and manages projects and tests new ideas, has a profound impact on all of its “customers”, influencing staff morale and residents’ reactions.

Every organization claims that their people are their greatest asset, but just because an organization offers many perks, does not mean that innovative talent will be enticed to stick around. Learn more about how companies can build a culture that really is a competitive advantage in this post.

We’ve seen the same story happen time and time again. An organization begins to adopt lean startup and run rapid experiments. Soon after, teams stop because they’re scared of butting heads with compliance.