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The traditional approach to workplace development prioritizes "fixing what’s broken." This mindset, deeply ingrained in education, healthcare, and the workplace, holds back both individuals and teams. In this blog, we’ll explore why this approach falls short and how...

Short-term thinking dominates in management thinking. There is a serious danger of sensing changes too late if there is too much focus on the short term. This series of articles explores the danger of short-term thinking, covering several example patterns that could occur at your organization as well.

Most empowerment programs aren’t empowerment at all if a manager gives up some authority only he can give. So let’s start the other way around: Reverse delegation assumes an employees can take any decision except for what he doesn’t feel like and what has been set as constraints. So how do we do this?

Turn the ship around! is the amazing and inspiring true story of nuclear submarine commander David Marquet and his crew’s journey to completely turn around the style of leadership on board of the Sante Fe. The change is from what he calls a leader-follower model to a leader-leader model.

A quick search on LinkedIn on 'chief happiness' led to over 16.000 results. It seems to be a growing trend to have a Chief Happiness Officer, or other likewise job title. It seems to be the new C. Although I am a bit suspicious if this role really always is a C-level...

We shared some overall numbers on employee engagement already in part I and II of this series. But Gallup’s study was much more detailed. For example, I was surprised to find that engagement in The Netherlands was actually one of the lowest in Europe. My liberal happy little country? What gives?

When managing change we tend to give a lot of attention to our champions. And for good reason. We also spend a lot of energy persuading the ones that are sitting on the fence. And we even pay attention to the saboteurs. But we tend to ignore the cynics. Why? The cynic might proof to be a mighty ally.

There are always urgent things to do. You know you should work on some longer-term tasks too, but every time something more urgent pops up. You promise yourself that after this one you will absolutely take on this longer-term task. But then the next urgent issue pops up. Sound’s familiar? What to do?

Over two-thirds of employees worldwide are not engaged. In part II of this article about employee engagement we are going deep to discover practices you as a manager can use to build an environment that drives engagement and get better overall results. Expect practical advice, but backed up by science.

A shockingly low number of employees worldwide are truly engaged. What does this mean? What are the consequences and costs for our organizations of disengagement? Learn what engagement actually is. Learn the surprising difference between engagement and compliance. And why HR programs usually don’t work.