Technology has the potential to amplify human capabilities. Yet, it is not digital transformation but rather business transformation as a whole that will help propel organizations into being top performers in the digital economy. Technology is a trigger and a driving force to re-think processes and business models. Research shows that this is what will constitute real value formation in the VUCA world. This blogpost will present the case of why management innovation is at the core of strategic advantage in the age of disruption, and offer insights into the management skills that are necessary for the digital age.
Many organizations rely on on-the-job training to equip employees with leadership skills. There are many advantages to on-the-job training including its convenience and low-cost. However, in offering this type of training, many organizations ignore science-based evidence when considering best approaches. This blog describes on-the-job training and compares the training with the approach at CQ Net - Management skills for everyone!, which relies on evidence to provide instruction to training participants. The blog argues that our evidence-based approach is more valid and reliable and provides you with the essential management skills that help boost your career and personal growth.
From the workplace to extracurricular activities, there are some abilities that are not only useful in life, but are also highly sought-after by employers. In this blogpost, we would like to introduce the top 10 management skills you need to boost your career and personal growth. You don’t need management skills? Think again. Contrary to popular belief, management skills are useful far beyond firms and organizations - they can help improve your personal abilities, your professional path, and your relationships.
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (the Netherlands) and advises management teams and boards of companies and non-profit organizations on evidence-based management and development. In this first session Eric discusses the foundation of evidence-based management and its benefits in business.
Managers are typically tasked with monitoring, evaluating, and guiding the work of other people. This focus on external goals and activities does not necessarily encourage introspection; however, it is vital that managers become examiners of their own behavior and performance, as well as of their employees.
Managers are typically tasked with overseeing and taking steps to ensure the productivity of their employees. This task is complicated and requires a finely-tuned blend of providing motivation, doling out consequences, adapting to institutional change, and helping employees build independence and new skills.
Most managers are, by definition, focused on factors outside of themselves. Managing a team of employees and running an organization requires a ton of outward attention, and an ability to prioritize others’ needs before addressing ones’ own. This perspective, however, can come at a high price: managers may neglect to notice or address their own stress and physical health.
Managers are uniquely positioned to evaluate the performance of their employees as well as themselves. By virtue of your position, you have access to a variety of data sources that can be used to draw conclusions about employee productivity, commitment, and satisfaction; many of these data sources can also be used to draw meaningful inferences about your own leadership ability.
If you’ve risen to a management position, you have already demonstrated the ability to be flexible, assertive, and growth-minded. This CQ Dossier will provide you with an initial guide of skills you need as a manager and how you can acquire them.
Managing a diverse array of working professionals is an endlessly complex task. Not only is each employee multifaceted and psychologically complicated, so are the constantly evolving relationships and group dynamics present between each of them. It is no surprise, then, that some of the most common problems encountered by managers are interpersonal and psychological in nature.