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Jacob Morgan

Jacob is the principal and co-founder of Chess Media Group, a management consulting and strategic advisory firm on the future of work and collaboration. Jacob and his team work with some of the world’s largest and forward thinking companies on future of work and collaboration initiatives. Jacob is the author of the Amazon best-selling book, The Collaborative Organization which was published by McGraw Hill in late 2012. The Collaborative Organization is the first and only comprehensive strategy guide on emergent collaboration in the workplace and has been endorsed by global leaders such as the CIO of the United States of America, CEO of Unisys, CMO of Dell, Chair of the MIT Sloan Management Review, CMO of SAP, CIO of ManpowerGroup, the founder of Craigslist, and many others. He is currently working on two new books due out in 2014. The first is for Wiley titled, "The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization." The second is for Forbes titled, the 12 Habits of Highly Collaborative Organizations. Jacob also co-wrote Twittfaced in 2009 which is a social media 101 guide for business. Currently he has a column for Forbes and Huffington Post where he covers the future of work and collaboration and runs the popular blog TheFutureOrganization.com. Jacob has been featured in outlets such as the Wall Street Journal, INC Magazine, USA Today, Fast Company, CIO.com, Information Week, CNN, Mashable, and many others.Jacob keynotes conferences and events around the world.

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Byunggyu Parkцитирует2 года назад
If you take an outside perspective, you quickly realize that leadership from ten years ago is not what it is today, and more importantly, leadership today will not be what it is ten years from now. But since we are so involved with the day-to-day aspects of our lives and careers, we rarely think about this change and what it might look like
Byunggyu Parkцитирует2 года назад
Unfortunately, most of our leaders are, bluntly speaking, not good. If they were, then we would see that reflected in the data. It doesn't mean they are bad people, but the way that we teach and talk about leadership is extremely antiquated and that's largely what leaders today are familiar with and practice. It's a bit like trying to fly a modern jet when you were only trained on an original Wright Brothers plane. You might get it in the air, but you aren't going to go far.
According to a study conducted by Ultimate Software and the Center for Generational Kinetics, 80% of employees say they can do their jobs without their managers and actually think that their managers are not necessary (Ultimate Software, 2017). Another study by Randstad found that almost half of the 2,257 survey respondents said they could do a better job than their boss (RandstadUSA, n.d.). A second Randstad study conducted in 2018 found that 60% of employees have left jobs or are considering leaving because they don't like their direct supervisors (RandstadUSA, 2018). These numbers alone paint a picture of current leaders that makes them seem nonessential.
Byunggyu Parkцитирует2 года назад
A Gallup study of over 7,000 Americans concluded that one in two people had actually left a job at some point during their career to get away from their managers in order to improve their overall quality of life (Harter, 2015). Let that sink in for a moment. It's a very somber statistic, yet one that we can all relate to. The same study shows that managers account for at least 70% of the variance in employee engagement scores. Even in the UK, research published by the Independent found that nearly half of British workers believe they could do a better job than their boss (Bailey, 2017). Perhaps the more alarming finding was that 13% said that their bosses are dangerously incompetent at their jobs.
Let's also not forget the seminal Gallup study on global engagement, which found that only 15% of employees around the world are engaged in their jobs. According to the study, “employees everywhere don't necessarily hate the company or organization they work for as much as they do their boss. Employees—especially the stars—join a company and then quit their manager” (Clifton, ).
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