Leading Organizational Learning

Through her, his unique way of working became common practice in the lab. Despite his lack of effectiveness as a communicator, h ...

It doesn’t have to be this way. Organizations can develop ways to capture the experiences and insights of their employees. Even ...

have something to offer others, which is a valuable reframing. Their work becomes the legacy they have to offer, literally part ...

also included several failed companies of his own. When the tech- nology officer wanted to draw on his experiences to offer advi ...

Legacies are bequeathed regularly throughout an organization, though they may not be named or recognized as such. Whenever peopl ...

Chapter Twenty Developing New Ideas for Your Clients—and Convincing Them to Act Andrew Sobel “I’ve met several times with the CE ...

This anecdote illustrates one of the major pitfalls of developing new ideas for clients: failing to distinguish between what you ...

“It works precisely because we don’t do that,” he replied. “We don’t go back a month later and try to sell them on a solution to ...

the early 1970s, for example, led to the development of the “expe- rience curve” concept, which says that cumulative manufacturi ...

lunging at the screen door and the patient tells you, “Oh, I forgot to tell you about the dog.” What does it say about the patie ...

creative advertiser the headline for an award-winning advertising campaign that dramatically increased the sales of Rolls-Royce ...

purchasing agreement. Fundamentally, we offered BT, and they con- tracted for, a lock on our factory capacity for two years and ...

Ask Often clients cannot properly articulate the ideas they seek, but you still have to ask. Most of the time, our interactions ...

Influencing clients to accept your ideas, I believe, is very simi- lar to moving boulders. All of your clients will have in mind ...

4.Familiarity.Research has demonstrated repeatedly that famil- iarity builds trust. Many professionals forget that face time is ...

Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and ...

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Chapter Twenty-One Making Knowledge Move Jon L. Powell My piano teacher once told me that one reason to play music for others is ...

acquire knowledge, why employees are reluctant to share what they know, and what kinds of knowledge people need. However, we sti ...

Then we posted the electronic versions of these documents in a database, organized loosely in subject areas that we hoped would ...