Favouritism — the only ones that say it doesn’t exist, are the ones getting it.

Employees are drowning in excessive or misaligned goals set by too many external stakeholders with competing needs and demands. This causes workers to lose sight of their highest priorities and the deliverables that they are accountable for, and results in them falling into collaborative overload as they engage in non-critical work. The burden of tackling collaboration overload often falls on employees to be more intentional about their approach to work, but the responsibility lies with organizations as well. This article covers four key ways that organizations can reduce collaboration overload for their people. Each of the four antidotes discussed involves managers becoming more informed about how collaboration is actually happening in their organizations.

One of the most radical of all our approaches at Zingerman’s, we ask everyone in the organization, from the minute they start working with us, regardless of job title, age, seniority or spot on the org chart, to take responsibility for leadership. That’s right—you might be a busboy working part time on your second week, and yet we still expect you and count on you to think and act like a leader!

Pay equity is more than just a competitive tool in a red-hot labor market. It’s an opportunity to foster innovation, drive employee engagement, minimize turnover, maintain (or improve) brand reputation, and attract investors. With so much to gain from making pay equity a priority, employers who merely pay lip service or treat it as a one-off do so at their own risk, opening themselves up to public backlash and legal action — especially with more pay equity-related laws being enacted across the U.S. and abroad. To help employers understand where their organization is regarding pay equity, the author suggests a three-level framework that allows organizations to evaluate their current pay practices, progress, and long-term goals.

In case you didn't know, change management is an important skill in organizations. After all, change is all around us, and it's never going to stop. Here are some key steps to implement change successfully.

Welcome to a 4-Part series on FLOW! This post is an introduction along with key reflections. What is Flow “Flow” refers to the flow of customer value through an organization, from customer request to…

“Are all companies messed up?” Let’s explore that question. I have found the words "chronic" and "acute" to be helpful when thinking about the health of a company, and the relative messed-up-edness of companies. Like any words used to describe organisms or ecosystems, there are drawbacks (most notably taking the comparisons too far), but there is value here.

eBook: WTF is Product Thinking? (Chisa)

In this guest post, Saikiran Chandha, CEO and founder of SciSpace provides an overview of hypothesis-design testing and why it is quintessential to building new product features.

The User Story Map is a simple and yet powerful way to visualize the story about how the users are using your product or service – and to build the right thing. It is simple because it offers support…

Being effective involves having difficult conversations. Let’s look at some strategies for facilitating difficult Scrum Team conversations.

This hilarious trend proves that kids are delighted by the thought that they were once a whimsical dancing puppet.

For the last 9 months, I have been collating and sharing blog posts in a weekly newsletter called Posts from Awesome Folks. I recommend doing it; it helps me keep up to date with what's on people's minds.