MIT Sloan Management Review

Building an organizational change muscle requires knowing how to change, not just among a few individuals but across the organization as a whole. Leaders must deliberately and proactively empower employees to identify needed pivots by sharing the approaches, frameworks, and tools they can use while instilling an understanding and commitment to business objectives and priorities. Individuals who are able to (1) Describe a compelling vision for change or a new idea. (2) Understand the stakeholders who could be influential. (3) Generate buy-in. (4) Identifying the impact the change will likely have and where resistance might come from are far more likely to be able to lead efforts that address threats and opportunities. https://mitsmr.com/4ditIcu

The feeling of being respected at work is 17.9 times more powerful a predictor of culture score than the typical topic: https://t.co/Ue0H7RXET0

Underlying assumptions are the foundation of organizational culture, driving the values that, in turn, drive behavior. Learn more about applying new skills to meaningful problems: https://mitsmr.com/41XJPpY

When executives get stuck on a complex problem, they’re often urged to “think outside the box” and redefine the assumptions and constraints that hold them back — in short, to change their framing. Although executives are familiar with the concept of framing, in our work with them we’ve observed three recurring errors. 1. Assuming everyone sees the same problem. The biggest pitfall comes when executives take for granted that all stakeholders have the same intuitive understanding of the problem. This is hardly ever the case. 2. Targeting the wrong problem. Even when someone makes a conscious effort to articulate the problem and not rely on instinct, they might frame it too narrowly or too broadly. 3. Pushing a single perspective. Another common trap is unilateral framing. Having defined the challenge alone or with like-minded colleagues, problem solvers are often blindsided by objections from critical stakeholders — especially those whose support they had taken for granted. There are other traps in strategic decision-making, such as failure to consider innovative solutions or simply choosing a bad one. Our point is that effective framing is more important and more difficult than it seems. A process is necessary. We propose a two-part solution: Frame and reframe. https://mitsmr.com/3WPaJOc

From the busy bee to the groupthink goose, we tolerated some strange characters and work styles at the height of the pandemic — with good intentions. But leaders must now deal with pandemic-era behaviors that aren’t effective or civil anymore, Capgemini Invent’s Melissa Swift writes. “While we innovated in real time and found new ways to connect and be productive under unimaginable constraints, we also made space for some pretty feral ways of working,” she notes. For example, work intensification is a dangerous trend for any leader trying to retain and engage talent, and groupthink leads to corporate meltdowns. Read her advice on three behaviors that are hurting teams and how to put a stop to them, in the full article below.

These developing issues should be on every leader’s radar screen, data executives say. 1️⃣ Generative AI sparkles but needs to deliver value. 2️⃣ Data science is shifting from artisanal to industrial. 3️⃣ Two versions of data products will dominate. 4️⃣ Data scientists will become less sexy. 5️⃣ Data, analytics, and AI leaders are becoming less independent. Read the Five Key Trends in AI and Data Science for 2024 now: https://mitsmr.com/4aQCGNW

Most companies address burnout with efforts like encouraging vacations, hosting company gatherings, or making mindfulness apps available to employees. These are all valid options, and they do help people recharge, but they don’t necessarily address the underlying source of people’s exhaustion or detachment. Once people return from a vacation, for instance, the conditions that caused their detachment often simply resume. This is where understanding the sentiments in context can also provide a path for action. If feeling unappreciated is a symptom, think about how to help people feel recognized for their accomplishments. If the problem is lack of control over a flood of projects, consider how to give employees more agency and empowerment to prioritize their work. In our research, factors related to people’s careers — such as feeling that their career goals can be met and that their job makes good use of their skills and abilities — show up as top drivers related to increased feelings of accomplishment and reduced feelings of cynicism. Having time for learning and support for flexible work are top ways to remediate exhaustion. We’ve also found patterns as employees climb the org chart. For example, people experience more exhaustion as they move into management and the executive ranks, but they also may experience less cynicism because they can see more clearly how their work relates to the company strategy. Looking at the dimensions of burnout can help put the employee experience in context, which in turn can help you determine how to approach the following actions. https://mitsmr.com/41w9gOY

A successful CXO is vital for enhancing customer satisfaction and driving company success. Here are six indicators of an effective chief experience officer. 1️⃣ The CXO offers a vision that inspires others to take the view of the customer. 2️⃣ The CXO teaches the disciplines needed to design for the customer. 3️⃣ The CXO meets customer problems with action. 4️⃣ The CXO collaboratively designs the foundational technology used to orchestrate and personalize the customer experience. 5️⃣ The CXO measures the impact of customer experience on the bottom line in a way that can be communicated to others through management- and board-level dashboards. 6️⃣ The CXO creates the cross-functional ecosystem designed to serve the customer. https://mitsmr.com/3zW9fMk

Leader Character Framework Learn more ▶️ https://mitsmr.com/3VHY5kT

Running an x-team is more complex than leading a traditional team. You must manage the external activities of sensemaking, ambassadorship, and task coordination across organizations, while still setting members up for success, creating psychological safety, and fostering learning. You must look after part-time and part-cycle members, and in the new world of widespread remote work, support a sizable number of people who are working offsite (and on multiple teams). In short, there are a lot of moving parts, which can be difficult to manage. Effective x-teams tackle some of this complexity by dividing up their work into three separate phases. The change from one phase of work activity to another signals the need to rethink who is on the team, who will play what role, and what the new work requirements will be. https://mitsmr.com/3WgWilY