I hear it all the time: middle management is blamed for what ever doesn't work!- Why is that? I doubt that all middle managers are under-performers...My thoughts are more along the lines of role…Continue
"I thik we agree that managers and loeaders have different tasks. However, one person can hold both roles.
The platoon 'leader' does have disruptive impact on the unit. Obviously, during combat, taking the hill is very disruptive.…"
"Thanks for sharing your view, Woody.
I feel i have not made myself clear enough. Now, I disagree with blending the roles of a leader and a manager since both have different goals.
Your example of the platoon leader seems to translate into what I…"
"You speak and write as if the leader and the middle manager are two different individuals. I beleive we need to abolish this fragmentation of roles. I use as an example the Infantry Platoon Leader. While obviously a leader at a low level in the…"
"I agree that both are needed and with the current economic client the pressure to meet these challenges is even more present for middle management. I wonder if in some organizations having virtual workers actually helps management to maintain their…"
(1) Boehringer Ingelheim Pharmaceuticals, Inc. (2) iQuit! Productions LLC
(1) Director and Intraprenuer, (2) Managing Director
Senior executive, strategist and policy consultant to C-level with 20+ years of international and cross-disciplinary work experience drives organizational change and innovation programs with outstanding results through cross-functional, international organizations.
A non-linear thinker proactively developing and implementing recognized best-practices such as leveraging group intelligence effectively to maximizing human capital and ROI.
Cross-cultural manager and US resident speaks fluent German and English; conversational French; basic Japanese.
~ ~ ~
Stephan on Stephan:
It is my strong belief that people are an organizations’ most valuable asset. Yet maximizing this human capital is a challenge in our increasingly competitive and fluctuating environment.
While the focus is often set on talent acquisition it requires even more creative and unconventional ways to engage, develop and retain talent effectively while strategically leveraging innovation opportunities that add measurable value to the organization.
It is my proven ability to develop and implement effective strategies that build executive consensus behind specific solutions that inspires people to action, lead to successful program implementation and maximize the human capital.
My unconventional solutions led to a series of awards and success stories such as:
* Founding business-focused Employee Resource Groups (ERG) that serve as a hands-on leadership development pipeline for its 500+ employee member base members through strategic innovation projects with a clear return-of-investment metrics. The ERGs connect employee grassroots to executive sponsors across business functions.
Within less than one year these ERGs became valued sounding boards for C-level and executive decision-makers, connected employees internationally through business-oriented social media applications and were nationally recognized as best-practices ERG.
* Initiating workplace flexibility studies and pilot projects that set the stage for $100+M savings, increased collaboration and productivity in virtual teams.
Customer satisfaction increased 30% to the current 97% record within a few months. Participants rate their employee satisfaction up by 37% and work-life balance up 58%. The model became the ‘blueprint’ for global scaling potential across thousands of employees.
* Awarded for Excellence in Action (2010), Workplace Flexibility (2009), Employee Engagement (2008). Nationally recognized for best-practices ERG (2010).
Total number of employees
> 10000 Employees
Skills or areas of expertise you possess that could benefit your peers?
Collaborative decision making, Developing trust, role and goal clarity, Nurturing environment with organizational citizenship behavior, Innovation, Project success, Effective leadership, Job satisfaction, Motivating team members
Areas you would like to improve or learn best practices from your peers?
Learning, Collaborative decision making, role and goal clarity, Decision quality, Motivating team members, relationship building
Welcome to the Virtual Distance Institute. As a strong enthusiast for leveraging the Virtual Distance Model and Methodology, I'm really delighted that you are part of this exciting new community. Perhaps at some point we can schedule you for a Member Highlight talk.
Thanks again for joining and I look forward to our continued collaborations.
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We are a community of like-minded executives, managers and individual contributors facing an increasingly significant challenges in the Virtual Workforce.
We act as the hub for those who want to champion best practices on the challenges of Virtual Distance, leadership and innovation in their organizations.
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You won't have to worry about filtering through the personality quizzes and other non-essential info found on public social sites - just focused, relevant advice from your true peers led by the industry expert on Virtual Distance, Dr. Karen Sobel Lojeski.