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Category: Posted: February 08, 2014 0 comments

logo-linkedinTo those that are beginning to utilize LinkedIn like Facebook, my apologies in advance, but I’ve been removing you from my network list.

To me, LinkedIn is a professional network / contact management arena and if you are using it to supply graphics of “what word do you see first” or “enter your email in the comment box and your direct contact list will grow by 100x”, well … you’ve lost the plot on the importance of what a business network is all about.




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Category: Posted: January 10, 2014 0 comments

If you’re located in parts of North America where it’s been too cold to even blink your eyes lately, you may not have seen the news.

Holacracy is the new black.


In a nutshell, Holacracy is an organizational structure — initially devised by self-described “recovering CEO” Brian Robertson of HolacracyOne — that purports to do the following:

Holacracy is a distributed authority system – a set of “rules of the game” that bake empowerment into the core of the organization. Unlike conventional top-down or progressive bottom-up approaches, it integrates the benefits of both without relying on parental heroic leaders. Everyone becomes a leader of their roles and a follower of others’, processing tensions with real authority and real responsibility, through dynamic governance and transparent operations.

In a nutshell? Holacracy is a way to operate without the classic ‘command and control’ dogma found in many of today’s organizations...

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Category: Posted: November 08, 2013 0 comments

lonely1In 1973, Peter Drucker stated in his book Management: Tasks, Responsibilities, Practices,“Management is not culture-free, that is, part of the world of nature. It is a social function. It is, therefore, both socially accountable and culturally embedded.”

Some thirteen years later, Tom Peters remarked in the article Managing As Symbolic Action: “It requires us, as managers, to get people to share our sense of urgency in new priorities; to develop personal, soul-deep animus toward things as they are; to get up the nerve and energy to take on the forces of inertia that bog down any significant change program.”

Yet, here we are in 2013 with organizational leadership models that continue to deny the social nature of organizations and wallow in inertia.

Our leadership practices remain authoritative. People are disengaged, distrusting and perhaps even disenfranchised.

According to the 2013 Edelman Trust Barometer, fewer than 20% of... 

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Category: Posted: June 05, 2012 0 comments
    “If everyone is moving forward together, then success takes care of itself.”  Henry Ford

In the corporate world where deadlines are rampant, constant innovation is indispensable, workloads are mounting, and financial pressures are omnipresent, it’s no wonder the employees of many organisations feel as though they are disconnected from one another. Many employees have become disenfranchised or disengaged and as a consequence, it has led to poor business results and lost opportunities.

In late 2010, the Corporate Leadership Council released its quarterly engagement trends report. Results indicated that only 22% of employees planned on staying in their current positions. Supplementing the point, 21.6% of all employees surveyed described themselves as highly disengaged. As a consequence and according to Gallup Management Journal, this disengaged and disconnected culture (in US-based organisations) is costing $300b per year in lost revenues alone.

Is there a remedy for such calamitous organisational health? ... Read the article
Category: Posted: May 29, 2012 0 comments

Mark Fidelman recently published a piece on Forbes entitled, “Microsoft’s View of the Future Workplace is Brilliant, Here’s Why“.

I’m not sure if Mark wrote the title or whether Forbes editors were in charge, but it really doesn’t do the post justice.

The second half of the piece is where the true brilliance is … if you’re someone like me who is passionate, fascinated and somewhat dogged about the future of work, and how it is made up of open leadership, enterprise 2.0 and connected learning.

Mark states:

I can say with confidence that the workplace has to change dramatically in order to remain effective.

From there, he outlines 10 key reasons why. You should have a read, it really is good stuff.

From my vantage point, (and what my book is trying to depict) our organizations are built on 19th century learning styles coupled by ...

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Category: Posted: May 21, 2012 0 comments

For the past two and half years at my real job as the head of learning and collaboration, we’ve been early adopters of a virtual world product called AvayaLive Engage, developed by a company named Avaya.

It was formerly known as Web.Alive, and although I’m not a fan of the name change, that’s about the only negative comment I have with the product.

If you’re unfamiliar with virtual worlds, you are missing ...

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Category: Posted: April 19, 2012 0 comments

My, how times have changed. Two years ago, people were scoffing at the term social learning. Three years ago, social learning was solely for the nerds like me, whereas four years ago it was a term used solely in academic circles. But during the past year and a half or so, social learning has become cotton candy at the fair. Everybody wants some.

In particular, there has been a fair amount of shuffling, repositioning, flanking and acquiring going on in the vendor space as it relates to our fluffy, sugary ...

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Category: Posted: April 03, 2012 0 comments

Víctor García-Morales, Francisco Lloréns-Montes and Antonio Verdú-Jover published a paper in the British Journal of Management (December, 2008, Vol. 19 Issue 4) entitled, “The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation”.

In it they set out to prove the following hypotheses:

  • Transformational leadership will be positively associated with knowledge slack (prior knowledge), absorptive capacity, tacitness, organizational learning and innovation.
  • Knowledge slack will be positively associated with absorptive capacity.
  • Absorptive capacity will be positively associated with tacitness.
  • Tacitness will be positively associated with organizational learning.
  • Organizational learning will be positively associated with innovation.
  • Tacitness, organizational learning and innovation will be positively associated with performance.
  • Size will be positively associated with strategic variables that affect organizational performance.
In summary and at its core, the authors wished to ... Read the article
Category: Posted: March 19, 2012 0 comments

Originally published to the January, 2012 Edition of T+D Magazine. Reprinted with permission.


Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”


Sound familiar? This is the precise moment when we ...

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Category: Posted: March 01, 2012 0 comments


Love it, loathe it, like it, lambaste it … whatever your fancy, almost one billion of us are attached to it one way or another.

My social media journey, like many of you, included Facebook at a time when most of us had no idea where social networking was heading.




These and many other social networking sites and ...

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