The first challenges are cutting through the noise and getting to the heart of the matter. The IT sector pretend transformation is all to do with technology (usually the box of tricks they’re selling). They frequently publish blogs and articles to convince you to “transform your business by moving to the cloud”. Most mainstream IT advice will create operational efficiencies at best, but not transform the organisation.
I had a client once with a member on his senior team who was known for his destructive and upsetting behaviour. The team was in disarray, and each of the other members pointed to Charlie as the central cause.
We conducted a Q&A interview with Cherron Inko-Tariah MBE, Founder of 'The Power of Staff Networks' and Consultant, regarding staff networks and diversity and inclusion.
Could you introduce yourself and what you do?
We conducted a Q&A interview with Roderic Yapp, Director at Leadership Forces and TEDx Speaker, regarding leadership and the generational gap.
Could you introduce yourself and what you do?
In 1943 Abraham Maslow first brought his Hierarchy of Needs theory to the world in which he looks at what motivates individuals.
He claimed that people are motivated by things and circumstance that range from basic survival up through up to the ability to reach and achieve one's full potential.
That sounds like something which could be applied in the workplace to elevate employee's motivation from simply being there to get a paycheck all the way up to performing at a very high level...
...and actually, enjoy doing it.
Have you ever responded negatively to a text or a written message?
I have.
Nine times out of ten I’m able to stop myself from responding.
But then there is that odd time where I do respond. I ‘flash’ and although it feels good for about ten seconds I almost always regret it.
Why do we do this?
Professor Steve Peters explained why we do this in ‘The Chimp Paradox’ where he explained about the three parts of the brain.
Building an environment for success
Digital transformation is a buzzword that has increasingly been doing the rounds in business circles. The reality is that almost every true business ‘transformation’ taking place at the moment involves a large amount of digitising a process or stored information. If you’ve still got stacks of paper in filing cabinets, it’s guaranteed you’re not far off from a digital transformation.
The need for culture change
A collective silence about leadership problems that are in plain sight arises when no-one dares to be the one who speaks the truth to the leader. Providing constructive feedback to a narcissistic leader is a courageous move. A common survival strategy for the group of people around such a leader is to stick together, and generally, say 'yes' or nothing at all.
“…in this world, nothing can be said to be certain, except death and taxes.”
The famous quote by Benjamin Franklin has never been truer than today.
As political certainties are turned upside down and surprises come at us from all angles, organisations could add another rare certainty: CHANGE. And change is, err – changing.
Of course, business has always known that change is inevitable. But in the past, most of it happened over time.
One of the things I am enjoying so much about Ray Dalio’s book Principles is that he thinks long-term.