Mike Cardus

JANUARY 15, 2021

To better manage and understand yourself and work, you need to seek different patterns. In the video above, I share: One simple and easy process to review and reflect on your and your team’s work. For 2 weeks, I asked each manager to record daily: What has been distinctive or unique about their day, work, and interactions?

Management 154

Management After Action Review Teamwork Constraint 154

Great Leadership By Dan

SEPTEMBER 3, 2013

Do employees speak up, challenging the leader''s plans, decisions, and actions if they see a gap? John Hunter , from Curious Cat Management Improvement Blog , says “ One item I think every leader should have in their IDP is to continue to improve coaching their staff. Jennifer V. David Burkus , from LDRLB , says “ Creativity.

Leadership Development 283

Leadership Development Development Planning Self-aware 283

Mike Cardus

MARCH 29, 2020

Do you facilitate a team debrief or after-action review? Have you wondered how to facilitate a team debrief through a learning and review process? In a recorded webinar (below) I share with a management team the team debrief or after action learning process called Distinctive: Working Well: 100 Days Better.

Review 139

Review After Action Review Team How To 139

Mike Cardus

MAY 25, 2020

One of the best ways to work with complexity patterns is to create create a cadence of habit with your team and self to gather information in the present and review that information regularly. . Debriefs or after-action reviews develop this cadence or habit. . Distinctive Working Well Small Improvements .

Examples 158

Examples After Action Review Short-term Review 158

QAspire

SEPTEMBER 18, 2012

When we reach (or beat) our goals, do we conduct a robust ‘after action review’ to get to the bottom of what went right? She consults with organizations to develop and deploy innovative instructional designs and training worldwide. But, can we say the same about our successes? And it’s an enormous missed opportunity.

Succession 152

Succession After Action Review Learning-by-Doing Bottom-up 152

Harvard Business Review

OCTOBER 6, 2016

Organizations are continuously promoting people into management, and those new leaders struggle with the transition. How talent management is changing. The culture at GE, for example, centers on execution, simplicity, and innovation. That’s up from 86% last year, and the trend makes sense. Insight Center.

Leadership Pipeline 16

Leadership Pipeline Leadership After Action Review Pharmaceuticals 16

Harvard Business Review

JANUARY 28, 2016

.” While cost is clearly a consideration, managers describe the primary benefits of agile talent as increasing flexibility, speed, and innovation. Nor is there a single common model for managing it. But effective implementation falls, not surprisingly, to middle managers. Manage the politics.

Management 8

Management Agility Middle Management After Action Review 8