The hottest Organizational Behavior Substack posts right now

And their main takeaways
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Top Business Topics

TWH#50: Simple Explanations For Complex Phenomena

The Hagakure • 119 implied HN points • 16 Mar 23
💼 Business Product Management Software Engineering Agile Methodology Organizational Behavior
  1. Our brains seek simple explanations for complex phenomena due to our evolutionary history.
  2. Predictability and control in knowledge work are often illusory, leading to eroded trust and inefficiencies.
  3. Embracing uncertainty and complexity in work requires shifting mindset towards experimentation and adaptation.

A Radical Approach to Handle Your Mistakes

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 23 Jan 24
💼 Business Management Innovation Safety Aerospace Organizational Behavior
  1. Volunteering mistakes can lead to safety improvements. In aviation, encouraging staff to report errors has made flying much safer over the years.
  2. Boeing's decline from an innovator to a company facing serious issues shows the consequences of neglecting quality and safety.
  3. The airline industry adopted new practices that prioritized transparency, leading to a safer environment for both passengers and employees.

Terry and His Dumb Ideas

The Radar • 19 implied HN points • 13 Jan 24
💼 Business Organizational Behavior Management Workplace culture Leadership Career development
  1. Organizations should avoid adopting policies that seem sensible but are self-defeating in practice, leading to negative outcomes.
  2. Coercing individuals into seeking higher positions when they lack ambition can have detrimental effects on both performance and organizational culture.
  3. Great organizations protect and celebrate those who create value, avoiding the mass rationalization of dumb ideas that can lead to decline.

Brief thoughts on product management

Logos • 39 implied HN points • 11 Jul 23
💼 Business Management Leadership Product Development Organizational Behavior Team Dynamics
  1. The term 'product manager' can mean different things in different companies, which makes it confusing. This lack of clear definition can lead to misunderstandings and inefficiencies.
  2. Many roles within product management can overlap, such as those of engineers, designers, and analysts. It's important to recognize these roles and how they can work together in teams.
  3. A new approach could be to form multi-functional teams without a designated PM role, allowing individuals to grow into leadership positions while keeping their functional expertise.

The Donkey, Fox, Sheep, & Owl | LSW#43

The Leading Sapiens Weekly • 30 implied HN points • 15 Feb 24
💼 Business Workplace dynamics Leadership Organizational Behavior Career development Human Resources
  1. Everyone has some level of political awareness in the workplace, but it varies in understanding and application.
  2. Reading involves understanding the external world and organization, while carrying focuses on ethical behavior versus manipulation.
  3. Owls are wise in politics, balancing awareness, integrity, and interpersonal skills.
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Be a brave fool

Sunday Letters • 139 implied HN points • 28 Feb 22
💼 Business Leadership Management Organizational Behavior Professional development Work Culture
  1. It's important to challenge authority and not just accept things because of titles or credentials. Listening to new ideas, even from less experienced people, can help avoid blind spots.
  2. Being self-deprecating and open to feedback makes you more approachable. Showing vulnerability helps create a better environment for discussion and improvement.
  3. Relying solely on past achievements can be a trap. Focus on the quality of your current work and be willing to debate ideas based on their merit rather than on who you are.

Why influence without authority is a vital skill for anyone

The Caring Techie Newsletter • 27 implied HN points • 10 Jan 24
💼 Business Leadership Management Career growth Team Dynamics Organizational Behavior
  1. Influence without authority is a vital skill for everyone, from individual contributors to senior management.
  2. To get things done efficiently, you need to master the art of influencing without authority.
  3. Influencing without authority is essential for achieving career growth, turning ideas into reality, and building valuable relationships.

Why companies (like Nike or Starbucks) make good or bad decisions

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 31 Oct 23
💼 Business Strategy Management Decision-making Corporate culture Organizational Behavior
  1. Words like strategy and culture are losing their meaning in companies, making it hard to make clear decisions.
  2. Starbucks' mission statement is seen as too vague and fluffy, which can lead to confusion about their goals.
  3. Nike focuses on marathon world records because it emphasizes performance and achievement, aligning with their brand values.

RDEL #7: How does language signal cultural fit?

Research-Driven Engineering Leadership • 19 implied HN points • 28 Aug 23
💼 Business Engineering Leadership Team culture Communication Employee retention Organizational Behavior
  1. Cultural fit is crucial in engineering teams, impacting performance and tenure. It's a continuous process that can change over time.
  2. Language can signal cultural fit in teams. Monitoring language changes can offer insights into potential issues with team dynamics.
  3. Using language as a tool, leaders can detect changes in cultural fit early. This can help in supporting team members better and retaining talent.

The fallacy of mission, vision and values

Ruben Ugarte's Growth Needle™ • 19 implied HN points • 03 Oct 23
💼 Business Corporate strategy Organizational Behavior Leadership Strategic Planning Decision-making
  1. Mission statements should provide clear direction but often don't help in day-to-day decisions. It's important to make them practical for true guidance.
  2. Vision is seen as a longer-term aspiration that provides motivation. But it needs to be clear so everyone knows what they are working towards.
  3. Values should guide behavior and decision-making within an organization. Instead of being vague, they should be specific and actionable to be effective.

More Corporate Power Plays

Logos • 19 implied HN points • 14 Aug 23
💼 Business Corporate strategy Leadership Professional development Organizational Behavior Human Resources
  1. To stand out at work, create a Substack and position yourself as a thought leader. Focus on having a catchy title and linking to respected sources to build credibility.
  2. Share weekly updates with your team that show you care and know what you're doing. Include personal touches and insights that make you relatable and approachable.
  3. When hiring, make it personal by saying 'I am hiring' instead of 'the company is hiring.' This shows you're in charge and allows you to express your values and the kind of team you want to build.

Sunday Letters - what, who, and why

Sunday Letters • 119 implied HN points • 03 Oct 21
💼 Business Leadership Innovation Career Advice Team Dynamics Organizational Behavior
  1. The Sunday Letters started as updates to a team but evolved into discussions on broader themes like leadership and innovation.
  2. They serve as reflections and pieces of advice that the writer wishes he had known earlier in his career.
  3. Writing these letters regularly helps the author stay attentive to patterns in leadership and fosters good conversations around ideas.

Manager or short order cook?

Sunday Letters • 59 implied HN points • 28 Aug 22
💼 Business Management Quality Assurance Organizational Behavior Leadership Engineering
  1. Organizations often say they value things like quality, but they might not really mean it. It's important to see if they make real choices based on those values.
  2. If engineers are just completing tasks without context, it can hurt quality and user experience. This 'short order cook' approach can lead to many problems.
  3. When interviewing or leading, ask if engineers can delay releases for quality issues. It’s a good way to understand how much the organization cares about quality.

Decisions Before the Decision

DruGroup • 79 implied HN points • 23 Mar 22
💼 Business Leadership Decision-making Management Strategy Organizational Behavior
  1. Before making a big decision, ask yourself five key questions: When do you need to decide, who should be involved, what are your options, where might your choices lead, and how will you respond to outcomes.
  2. Getting the right people in the room can help improve decision-making. Their different perspectives can highlight mistakes and open up better choices.
  3. Thinking through the potential results and responses to your decision can ensure you’re prepared for whatever happens next. It helps make the final choice clearer and gives you more confidence.

TWH#48: OKRs Are Not OK

The Hagakure • 53 implied HN points • 02 Mar 23
💼 Business Management Leadership Strategy Startups Organizational Behavior
  1. OKRs are commonly used in startups but often fail to work effectively due to misuse and lack of context.
  2. Senior leaders typically use OKRs for control and predictability, focusing on execution rather than learning and exploration.
  3. The VC-backed startup model emphasizes predictability and control over complex systems, which can hinder innovation and adaptive learning.

Building a Lasting Organizational Influence (Feat. Wayne Schmidt)

DruGroup • 79 implied HN points • 20 Jul 21
💼 Business Leadership Organizational Behavior Influence Strategy
  1. Organizations can have a lasting impact if they're built and managed well. Unlike ideas or people, organizations are resilient and can grow even when individual members come and go.
  2. Great leaders ensure continuity by preparing their organization for the future. This means recognizing and nurturing the leaders behind them and creating structures that last beyond their own involvement.
  3. It's important for leaders to balance their presence and absence strategically. Sometimes being there gives support, but not showing up can allow others to take the lead, which benefits the organization.

Academia vs Business

inexactscience • 19 implied HN points • 02 Mar 23
💼 Business Data Analysis Business strategy Market research Project management Organizational Behavior
  1. Academia and business both use data to solve problems, but they focus on different aspects. In academia, getting the right answer is more important than how fast you get it.
  2. The speed-quality frontier shows that in academia, quality matters a lot, which means projects can take years. In business, speed is key, so decisions often get made quickly.
  3. Feedback loops are faster in business. Companies test ideas against real market data quickly, while in academia, feedback often comes later from peer reviews, slowing down the process.

Why Must You Pay Sales People Commissions?

Dan’s Substack • 2 HN points • 19 Apr 24
💼 Business Sales Compensation Company Culture Employee Motivation Organizational Behavior
  1. Salespeople being paid commissions is a common practice, but it can lead to various recurring problems like high turnover and internal disputes.
  2. Research suggests that higher incentives, like commissions, can actually reduce performance in some cases, which is a counter-intuitive result.
  3. The debate over sales commissions reflects two different views of worker motivation: Theory X, where employees are seen as lazy and need external rewards, and Theory Y, where workers are viewed as self-motivated and thrive on autonomy.

#30: Fear of failure

The Uncertainty Mindset (soon to become tbd) • 99 implied HN points • 27 May 20
💼 Business Leadership Innovation Corporate strategy Organizational Behavior Emotional Intelligence
  1. Fear of failure stops big companies from being creative and trying new things. They worry too much about losing their reputation.
  2. Innovation often leads to failure, but it is also essential for success. Big companies need to accept that some failure is part of the process.
  3. Leaders in large organizations know innovation is necessary but might hold back because they fear taking risks that could lead to failure. This can lead to less exciting results in their work.

#17: Boris

The Uncertainty Mindset (soon to become tbd) • 99 implied HN points • 26 Feb 20
💼 Business Management Innovation Strategy Leadership Organizational Behavior
  1. In uncertain situations, traditional goal-setting doesn't work well because it assumes we can predict the right goals in advance. Instead, teams need a flexible approach that allows them to adapt to changing circumstances.
  2. The Boris method encourages teams to discuss trade-offs rather than focusing solely on specific goals. By understanding the limitations and constraints, team members can make better decisions and act more autonomously.
  3. When teams clarify what they can and can’t do through conversation, they become more effective. This practice fosters a deeper understanding of the resources available and helps everyone align their efforts toward innovation.

#5: Cool-climate oceanside

The Uncertainty Mindset (soon to become tbd) • 59 implied HN points • 04 Dec 19
💼 Business Management Leadership Mindset Organizational Behavior Causality
  1. The uncertainty mindset means understanding that the future is unpredictable. It allows a person to remain open to new information and possibilities.
  2. Mindsets influence how we think and act. A flexible mindset helps us adapt to changes and can lead to new opportunities for growth.
  3. Leaders can encourage an uncertainty mindset in their teams. This involves being honest about uncertainty and helping employees feel comfortable navigating it.

The Scrum Survival Guide: How to Make Scrum Work (Maybe)

Rethinking Software • 2 HN points • 21 Sep 24
💼 Business Project management Agile Methodology Team Dynamics Organizational Behavior Software Development
  1. Using longer sprints can give teams more freedom and reduce stress over estimating work. It allows developers to manage tasks more effectively without getting stuck on details.
  2. It's important for developers to have control over their meetings and tools. Letting developers run their own stand-ups and choose simple tools can improve efficiency and morale.
  3. Teams should focus on collaboration and flexibility. Allowing for specialization in tasks and removing unnecessary management roles can lead to better job satisfaction and productivity.

Bless: One of the most underestimated roles of a leader

DruGroup • 19 implied HN points • 24 Aug 21
💼 Business Leadership Management Organizational Behavior Employee Relations Coaching
  1. Leaders play a big role in blessing others' ideas. When you give your support, it helps people feel confident to move forward with their plans.
  2. Sometimes people come to leaders seeking permission to proceed. By giving your approval, you empower them to act and take on new challenges.
  3. Leaders can protect those they support by standing up for them. This shows others that you believe in their work and helps keep them focused on their goals.

#16: Working for an uncertain future

The Uncertainty Mindset (soon to become tbd) • 39 implied HN points • 19 Feb 20
💼 Business Organizational Behavior Human Resources Innovation Management Practices Strategic Planning
  1. Organizations often stick to old hiring methods that don't fit today's changing world. This can be a problem because roles aren't always clear or stable.
  2. A better approach is 'negotiated joining', where new hires help shape their roles through small tests. This makes it easier for them to adapt when situations change.
  3. Flexible organizations are like willows that bend and adapt, rather than rigid oaks. They can adjust better to uncertainties and continue to thrive.

#13: Revelation and discovery

The Uncertainty Mindset (soon to become tbd) • 39 implied HN points • 29 Jan 20
💼 Business Career development Organizational Behavior Personal Growth Self-discovery Leadership
  1. Uncertainty can either be forced on you or something you look for yourself. Knowing this helps you manage how you respond to it.
  2. It's important to take action when faced with unexpected uncertainty. Doing something can help you regain control and find new paths.
  3. When you decide to explore uncertainty on purpose, make sure you have a way to pull back if it gets overwhelming. This could be a mentor or a checklist to guide you.

#48: How to design remote work

The Uncertainty Mindset (soon to become tbd) • 19 implied HN points • 30 Sep 20
💼 Business Remote work Organizational Behavior Innovation Work Culture
  1. Teams should have flexible roles that can change and adapt over time. This helps employees fit their work to their growing skills and the team's needs.
  2. Regularly evaluate each team's work through small, low-stake tests. This makes it easy for team members to show their abilities and helps build stronger connections.
  3. It's important to accept that some remote meetings might seem inefficient. They allow teams to grow together and can lead to better collaboration.

Emotional and Social Competencies for New Managers

Voohy Leadership Insights • 0 implied HN points • 17 Aug 24
💼 Business Management Leadership Soft skills Employee Development Organizational Behavior
  1. New managers need to build emotional and social skills since they shift from technical tasks to managing people. It’s important to understand that their success depends on how they relate to their team.
  2. Many new managers initially feel unsure and frustrated as they learn their new roles. Over time, they realize that managing emotions and supporting their team is a key part of being effective.
  3. Organizations should help identify potential managers early and provide leadership training to all employees. Mentorship can also play a big role in helping new managers grow their skills.

The Surprising Ways Employees React to Advice

Voohy Leadership Insights • 0 implied HN points • 25 Jul 24
💼 Business Management Human Resources Organizational Behavior Employee engagement Workplace culture
  1. Unsolicited advice is often seen negatively because people might think the giver is showing off. It's better to wait for someone to ask before sharing your thoughts.
  2. When people ask for advice, they view it more positively. They believe the advisor really wants to help, which makes them more likely to use the advice effectively.
  3. Creating a trusting environment where it's okay to ask for help is important. Managers should encourage open communication to ensure people feel safe seeking advice.

How 'Illegitimate tasks' add to work stress

Voohy Leadership Insights • 0 implied HN points • 18 Jul 24
💼 Business Leadership Organizational Behavior Employee engagement Job Satisfaction
  1. Illegitimate tasks are extra work that employees feel is outside their regular duties. Doing these tasks can cause stress and make people feel unappreciated.
  2. Studies show that these tasks can lead to lower self-esteem and higher feelings of burnout over time. They can harm an employee's sense of professional identity.
  3. Leaders should be clear about job roles and the reasons for assigning tasks. Communicating well can help reduce the stress from these illegitimate tasks.

How Do High-Performing Teams Manage Conflict?

Voohy Leadership Insights • 0 implied HN points • 08 Sep 24
💼 Business Team Dynamics Leadership Organizational Behavior
  1. High-performing teams focus on the content of conversations instead of how it’s delivered. This helps them get to the heart of issues without getting hung up on different communication styles.
  2. Successful teams openly discuss why they assign tasks to each member. This clarity helps everyone understand their roles and ensures work is balanced and fair.
  3. These teams proactively manage conflicts by anticipating potential disagreements. They set clear expectations and encourage open communication to lower the chances of issues escalating.

How to design your dream board of directors

Ruben Ugarte's Growth Needle™ • 0 implied HN points • 04 Jun 24
💼 Business Management Strategy Leadership Organizational Behavior
  1. Understand if your board is passive or active. A passive board doesn't help you and can drain your energy.
  2. An active board can help your organization grow and succeed. Finding the right people is key to making your board better.
  3. You can start changing the makeup of your board right away by following some simple steps shared in the post.

Hard Conway's Law

Space chimp life • 0 implied HN points • 20 Apr 23
💼 Business Management Organizational Behavior Information Systems Decision-making
  1. Organizations reflect their communication styles in the code they produce. This means that how teams talk and work together can directly affect the quality and structure of their software.
  2. Business logic is crucial for both organizations and their code. It acts like a backbone that guides decisions and processes, similar to DNA in living organisms.
  3. We can improve how our institutions work by better understanding and reshaping this business logic. By combining manual processes with systematic coding, we can create more effective and responsive organizations.

Season 03 - Newsletter 04 --> Navigating the Maze: 3 Insider Tips for Succeeding in a Matrix Org

Product Hustle Stack Newsletter • 0 implied HN points • 09 Oct 23
💼 Business Management Communication Organizational Behavior
  1. Identify key personnel in a matrix organization: decision makers, blockers, and allies.
  2. Understand the motivations of individuals in the organization for effective collaboration.
  3. Prioritize clear and consistent communication with stakeholders to drive alignment and progress.

A good boss is the hardest to find

Stateless Machine • 0 implied HN points • 11 Jul 24
💼 Business Management Leadership Workplace Employee Relations Organizational Behavior
  1. Having a good boss is harder than having good coworkers because you usually only have one boss. With colleagues, you can mix and match different relationships, but there’s less room to do that with your boss.
  2. Relationships with peers often feel like a trade-off. You help each other out, creating a sense of teamwork, while the boss-employee relationship can lack that mutual support.
  3. A boss may not have strong incentives to be a great leader. They prioritize their own goals, which may not align with making you happy, so it can be tough to expect them to act like a supportive figure.

We Are Not Family

The Radar • 0 implied HN points • 13 Sep 23
💼 Business Leadership Organizational Behavior Workplace dynamics Employee Relations Ethics
  1. Organizations are not families - they don't operate in the same way. While workplace bonds may feel strong, the dynamics are different.
  2. Leaders should avoid likening professional settings to families to prevent manipulation. Loyalty in a work setting should be earned, not assumed like in a family.
  3. Work decisions can have lasting effects on trust within an organization. Actions that prioritize business interests over personal connections can lead to disillusionment.

The Jelly of the Month Club

The Radar • 0 implied HN points • 28 Dec 23
💼 Business Leadership Work Culture Organizational Behavior
  1. Recognize and reward employees with monetary gestures instead of empty symbols like donuts, t-shirts, or pizza parties.
  2. Employees deserve fair recognition and appreciation for their contributions to the company.
  3. By properly acknowledging employees' efforts and value, companies can increase job satisfaction, reduce turnover costs, and boost overall performance.

The Quiet Power of Humble Leadership

Voohy Leadership Insights • 0 implied HN points • 31 Aug 24
💼 Business Leadership Management Organizational Behavior Team Dynamics Work Culture
  1. Humble leaders are open about their mistakes and limitations. This honesty helps build trust with their team and encourages a culture of learning.
  2. They celebrate their team members' strengths and contributions, which boosts morale and fosters collaboration. Giving genuine praise is key to creating a positive atmosphere.
  3. Humble leaders listen to others and are willing to adapt based on feedback. This willingness to learn makes their teams more engaged and adaptable to change.