Intentional conversations are based on conscious design of the purpose, with forethought given to context and timing. Planned to happen in a setting and way, that is purposeful. In sharp contrast, Make It an Intentional Conversation share how 'unintentional' conversations can run off the rails.
We have talked about being of service in prior posts, today I want to take it a step further and talk about seeing the system. For our techie friends, we don’t mean computer systems or apps, we are talking about the dynamics at play, the situational system. Perhaps an example will help.
It’s not about you. Suppose your boss shuts down your idea. You don’t understand why your boss shut it down.
Maybe your boss is too stupid to recognize your great idea.
Maybe you didn’t communicate it effectively.
On Tuesday 11th June, The BTN, in collaboration with Planday, hosted an event in Copenhagen for 80 technologists all around start-up to scale-up.
The session was led by Christian Brøndum (CEO at Planday), John Coldicutt (CMO at Planday) and Chris Micklethwaite (CTO at Planday), all of whom were giving their insights as to some of the challenges, hurdles and successes of moving Planday from a start-up to where they are today.
I’ve been receiving a series of emails lately from a highly regarded organization with the subject line “How to Be Human at Work.”
My first thought was, "Funny. Aren’t we being human all the time?"
For most of us it's not that we’re being inhuman at work, but I understand the point.
As a business communication platform, we understand that a major deterrent to IM at work is the widespread belief that it leads to increased interruptions and decreased productivity.
When used correctly, instant messaging platforms in the workplace can be an effective communication tool for employees — particularly for those with multiple international offices and dispersed workforces.
Listed below are a few reasons to support our claim.
Benefits of instant messaging at the workplace
It keeps your inbox relevant
Organisations creating numerous standalone strategies supporting value realisation, is as counterproductive as musicians in a conductor-less orchestra, only having their individual sheet music.
In Don’t Draft a Digital Strategy Just Because Everyone Else Is, Ken Favaro argues that
More than two thirds of the people around the world work away from the office at least once every week, and while that statistic isn’t particularly shocking, it tells us that flexible work hours and ‘work from home’ are ingrained into the modern job culture. But, could the set-your-own-hours mentality be stretched further? How about transitioning your organisation into working four days a week instead of the traditional five?
Over the last year or so we have been working with a group of actors (the same ones you see at places like Hampton Court and the Tower of London). They have been helping us with a number of clients where we want participants to practice difficult conversations with heightened emotions.
In part 6 of this exclusive series, Nadia Nagamootoo discusses her top tips for helping reduce the expected 217 years for global gender parity. Nadia highlights the importance of obtaining buy-in from leaders at board level, by ensuring they have the knowledge required to push this cultural change.
Bio
In part 3 of this exclusive series, Nadia Nagamootoo discusses how organisations can create a more equal playing field for men and women alike within the organisation. She looks at the importance of culture in creating gender parity for men.