Change, change, and more change. At work today, we are encouraged to move fast, to be agile, to reinvent, to transform, to disrupt. But what if constant change isn’t necessarily a good thing? Join Ashley Goodall, Cisco’s SVP of Methods and Intelligence, for a different perspective on what matters most at work.
Ashley Goodall is an executive, leadership expert, and author, and has spent his career exploring large organizations from the inside. He looks for the lessons from the real world that help people and teams thrive, and that make work a more human place for all of the humans in it.
His first experiences of teams and leadership were as a student musician and conductor. He was fascinated by the unspoken understanding between people playing together and carried this fascination into the corporate world.
He is currently the Senior Vice President of Methods and Intelligence, the data and research engine behind all the people stuff at Cisco. His organization aims to reveal the answers to some of the most challenging questions about work. How can we measure the experience at work reliably? Of the things that we can measure, which matter most? And how can we take what matters most and embed it into our people practices and systems?
Prior to this at Cisco, he led Leadership and Team Intelligence, an organization focused entirely on serving teams and team leaders.
The new approaches he has pioneered address everything from performance management, to feedback, to team activation technology, to real-time team intelligence, to social network mapping, to strengths-based leadership—and together these challenge much of the conventional wisdom of work today.
Ashley is the co-author, with Marcus Buckingham, of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press, April 2019)—which was selected as the best management book of 2019 by Strategy + Business and one of Amazon’s best business and leadership books of 2019. He is also the author of two cover stories in the Harvard Business Review: The Feedback Fallacy (March/April 2019)—which was Harvard Business Review’s most popular article of 2019—and Reinventing Performance Management (April 2015).