As a reverse fairy tale for the CEO set, the reality television program Undercover Boss is fascinating, not so much in the witness-to-a-train- wreck mode of the rest of the genre, but because it is so revealing of our conflicted relationship with "the boss." The premise of the show—that the only way to get a clue about what's really going on in his (or her) organization, is for the boss to go undercover on the front lines—is all too often the actual reality in organizations of any size. Yet, at the same time, the view of the boss as the ultimate authority with the heroic power to swoop in and save the day—whether that means paying down a mortgage, granting an instant promotion, or banishing a reviled policy—holds sway in real life as well as on "reality" TV.
In October, 2012, iHire transitioned its culture to a Results Only Work Environment (ROWE), which is a management philosophy in which the focus comes off where, when and how long employees are working
As we push just about everything into the cloud, and advancements in technology shrink or eliminate traditional barriers for people to interact and exchange value, the "trustworthiness stool" presents
In Parts 1-3, I recounted the Pull Replenishment saga of how a small team started a bottom-up movement that generated millions of dollars in profit, improved shipping performance to the customer, and
Enlarge the circle of trust by orders of magnitude and radically accelerate the trust-building process by empowering people to rely on the information even before they trust each other.
“Leadership days”? These would involve rearranging the organisation for a day so that managers can relinquish control to an employee one level down in the hierarchical structure.
