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Culture   Leadership

Warning for leaders: 5 situations where it’s better not to ask

It's good to be good at asking questions. Also as a leader. But good management is also very much about when NOT to ask questions. The following are examples of five situations where you should carefully consider your questions.

Many leaders use questions to disguise their own power. Using questions in situations where the intention is to provide feedback will either play out as manipulation or turn into a responsibility game. If, as a leader, you try to convince yourself that you are "just asking” a question, when both you and the employee know very well that there is a “right answer", then you have actually abdicated your managerial responsibility.

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Culture   Leadership

12 dos and don'ts: How to know what employees actually talk about

Knowing what employees actually talk about sounds like a simple task. It is not. When managers and consultants show up, the conversation changes.

But there are some simple dos and don'ts to remember when you want to know what's on peoples' minds at work. And once you know what gets talked about and how it is discussed, you have a much better chance at being an effective change leader.

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Culture

Why a quest is the right metaphor for change

When talking about change at work, we often speak about the journey - getting from A to B. It makes the concept appear as a linear process with only the end destination in mind.

In reality, implementing change in organizations is not a cookie-cutter linear process. Therefore, it is more helpful to think of the change process as a quest.

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Culture

3 ways to leverage employee experience

The past 15 years, I have had the great pleasure of talking to a lot of people about employee engagement, cross-functional change, organizational development, strategy implementation and company culture.

I have talked to people from all kinds of organizations, and with researchers from all kinds of scientific disciplines.

And now — thanks to the reactions I get when I tell people about Qvest — I have finally realized what the problem is with the way things are done in the majority of companies across the world.

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Culture

The three building blocks of Project Intelligence

The Qvest Project Success Grid is set up to let you map the project intelligence for a given project. For that purpose, the grid is divided into three sections. In each section, you will find three feature cards. When you click on each feature card, you can explore the data further.

Stakeholder commitment is a prerequisite for project success

The first section of the Project Success Grid is called Commitment. 

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Culture

Qvest Analytics paves the way for Project Success

The conversational data generated in a Qvest provides unique insight into how you can achieve project success. Data from a Qvest is analyzed in the Project Success Grid. The Project Success Grid is designed to give you useful (and beautiful) data that will both nurture your curiosity and show you a path forward.

The purpose of the Qvest Project Success grid is to help you navigate between project opportunities and project risks, thus paving the way for project success. The layout of the Project Success Grid is a 3 x 3 set of feature cards that gives you nine unique key findings about your specific project.

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Culture

3 reasons why your organization needs to democratize the power of questions

We’re taught that questions are a tool for obtaining knowledge, and that knowledge is power.  

In most organizations, however, those who already have the power are the ones who ask all the questions.

Let’s consider a common situation in which questions give a person in a higher-status role more power than you: a doctor’s appointment.

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