Marcia Conner

Category 'leadership'

Get Smarter Than Smart

A CEO just asked me how to get his people under control. He believes he’s doing everything right so it must be his people who are all wrong. He reminds me of the teacher who prepares all summer and then come fall the wrong students arrive. Even those smart enough to rise to positions...

of influence sometimes think the forces of good are only available from order (control) and the forces of evil are epitomized by chaos (kaos). I’m no Agent 99, but when anyone tells me they will get through a possible recession or the school year by clamping down on employees, students, customers, markets, or even time, I... [read more]

Get Smarter Than Smart

Where Social Learning Thrives

To benefit from social learning, build a culture that makes learning fun, productive and commonplace, a culture where learning is part of everyday work. Marcia Conner and Steve LeBlanc look at where social learning thrives.

Where Social Learning Thrives

HR Tech Conference Recap: Evolution of a Social Industry

“I was expecting people to be dragging large sacks of rocks behind them,” said Ben Brooks, VP and Practice Leader of Human Capital Management (HCM) at a giant risk-management firm. “But it wasn’t like that at all. Speakers were forward thinking yet practical, and people at the event were talking about real business challenges...

in the context of the huge potential of social software.” When sharing his impressions of last week’s human resources geek-fest, the HR Technology Conference, put on by Bill Kutik and HR Executive Magazine, Ben voiced what many people not at the event probably feared too. Human resource management, in general, not just those who focus on... [read more]

Twitter: Inside the Enterprise, Up the Hill

Forming a committee to develop a social media strategy didn’t seem right to Greg Matthews, director of consumer innovation at Humana. He saw advantages in encouraging the company’s 28,500 employees to begin to incorporate new practices, and wanted to demonstrate an alternative approach to even the early work. His team’s charter, after all, was...

to explore the leading edge of technology and business practices, and to act as a conduit to bring those practices into Humana’s ecosystem. Five minutes before meeting for the first time with the people Matthews refers to as the “uncommittee,” he framed a plan: encourage the representatives from 14 departments across the company to use Twitter... [read more]

Twitter: Inside the Enterprise, Up the Hill

Shoot An Arrow, Then Draw A Target Around It

The mere mention of a test makes hearts race and palms sweat. Err, umm, I have someplace else to be… More than any other, the word test draws gut-level memories of difficult times in school-like settings when we felt unprepared or manipulated to learn something that didn’t seem very important—and then have someone else...

evaluate us on what they believed we should know. Magnify that by 2,500, the average number of quizzes students face before they are 18 years old, another 100 or so tests in college. After all that, it might seem surprising that I’d even consider writing about the topic here. Eek! Testing has my attention right now... [read more]

Shoot An Arrow, Then Draw A Target Around It

Thoughts Change

One of my favorite quotes, capturing why it’s important for us to live mindfully. Carefully watch your thoughts, for they become your words. Manage and watch your words, for they will become your actions. Consider and judge your actions, for they have become your habits. Acknowledge and watch your habits, for they shall become...

your values. Understand and embrace your values, for they become your destiny. —Mahatma Gandhi   [photo credit: Cloudy Sky, Patrick Hoesly]

Thoughts Change

Mutual Adjustments as Sharing Arrangements

Harlan Cleveland (1918-2008) had more insight decades ago into how to work in the distributed social world than most leaders have today. In this early draft of a chapter we wrote together for Creating a Learning Culture (Cambridge, 2004), he answered a key question. If all organizations are—slowly or rapidly—becoming systems, how will...

Harlan Cleveland (1918-2008) had more insight decades ago into how to work in the distributed social world than most leaders have today. In this early draft of a chapter we wrote together for Creating a Learning Culture (Cambridge, 2004), he answered a key question. If all organizations are—slowly or rapidly—becoming [uncentralized] systems, how will anything get done? How will we get everybody in on the act and still get some action? We will do it, I think, by minimizing, and clearly defining, what everybody must agree on—common norms and standards—and in all other matters maximizing each participant’s opportunity and incentive to use his or her common sense, imagination, and persuasive... [read more]

Mutual Adjustments as Sharing Arrangements

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