In today’s VUCA world, with its fast-pace development, changing needs, constraints, and recently even worldwide pandemics, there is a constant need for creativity, flexibility, continuous growth, and change in the way organizations work and succeed.

As long as the pace of change was slow and gradual, organizations could count on their manager’s capabilities to find the right technical solutions and improve with time. However, today, the staggering amount of information, its complexity, and the rapid pace in which current knowledge becomes outdated dictates that employees and teams, and not only managers, are now the organization’s most valuable asset for success.

It was 2012 when Google embarked on an amazingly ambitious journey, gathering psychologists, sociologists and statisticians to look into hundreds of research papers dating as far as the 1950’s to find an answer to one pressing question: “How can we create the perfect team?”, they called it “project Aristotle”.
But after months of work, collecting, arranging, and then rearranging the data there was no clear answer.

While employees and teams need to be safe to succeed, it is also essential that they create a Learning Culture. A culture that supports an open mindset, an independent quest for knowledge, and shared learning directed toward the mission and goals of the organization. Yet according to research learning cultures still make less than 10 percent of the current organizations

When we come to talk about executive coaches, we typically refer to 2 types: Internal coaches; coaches that work in the organization, and normally report to HR, and external coaches; contracted by the organization for a limited time and a specific coaching task/s. While both internal and external coaches are very beneficial for the organization, there is a third type, an old one that is slowly but surely making its way back into the spotlight.

While clearly feedback and open communication is good for the development of employees and managers, a recent poll shows that 69% of managers feel uncomfortable communicating with their employees and 37% report being uncomfortable giving feedback/criticism to their employees that may respond badly to it.

Forget the Sandwich method! Here are the 3 research-based rules for giving the most effective feedback