KILUVU

Patrice Bernard 21/04/18 : "Même s'il est probablement trop tôt pour se faire un avis définitif, il serait stérile de contester le constat que dresse Fabien Giuliani dans un article pour FrenchWeb selon lequel les acquisitions de startups de la FinTech par les banques françaises ne produisent pas les bénéfices attendus [...]. Ce sont les motivations des institutions financières qui sont responsables des déconvenues. Les objectifs de capter les talents et/ou d'étouffer une concurrence potentielle induisent une pétrification de la créativité et de l'innovation...

 

Via Serge Meunier, JP Fourcade

Forget slogans and posters. Forget mission statements. Forget culture decks. A survey of over 400,000 people across the U.S. found that when employees believe promotions are managed effectively, they are more than two times as likely to give extra effort at work -- and to plan for having a long-term future with their company.

 

But wait, there's more: When employees believe promotions are managed effectively, they are more than five times as likely to believe their leaders act with integrity.

 

The result? At those companies, employee turnover rates are half that of other companies in the same industry. Productivity, innovation, and growth metrics outperform the competition. For public companies, stock returns are almost three times the market average.

Via The Learning Factor

It's been largely assumed that to run a successful business today, good leadership is required. But it's not the end of the world for leaders who worry that they're low on charisma or can't stir employees' hearts and minds. Maybe they don't particularly want to, and that's OK too.

 

Sometimes, it's more effective for employees to be more loyal to the work instead of being more loyal to the leader. After all, the end goal should be to keep employees engaged and productive by charging them to solve compelling problems.

 

First, it's important to understand the difference between an appealing boss and challenging work. A recent Harvard Business Review article found that employees at Facebook were more likely to quit because of their work--and not because of a "horrible" boss. The authors--three HR executives and Wharton professor Adam Grant--had spent years studying Facebook. When the social media giant started tracking employee exits, "all bets were on managers," the authors wrote. Turns out, employees left "when their job wasn't enjoyable, their strengths weren't being used, and they weren't growing in their careers."

Via The Learning Factor