For many bosses, the employee’s transition to negativity comes for no apparent reason. However, a common complaint I hear from dissatisfied employees is that they do not get creative freedom. They suggest creative solutions that would yield better results, but get told “No.” They feel caught in the “but we’ve always done it this way” trap. Creativity is essential for your employees’ work to have meaning. With meaning, they are more engaged, which means less absenteeism, better teamwork, better service, and increased productivity. To foster creativity, try the following:
Social media is littered with beautiful photos of happy people doing wonderful things. The pursuit of happiness has become a catchcry. Success is measured by popularity, beauty and material wealth. Thank goodness for the creation of selfie filters to tweak the imperfections!
The temptation in coaching follows a similar rhythm. Work out who you need to influence most, ensure you have the right corporate look, the outfit, the grooming, the physique. Create inspirational goals. Go on a values-driven journey to enable a happier, more successful life.…
Regardless of how many organisations espouse a core value of integrity (e.g. Accenture, Adidas, Alibaba, Amex, Coke, Huawei and Tencent etc.) cases of individuals and organisations breaching common ethical standards continue unabated (Volkswagen and diesel emissions, DJI and supply chain fraud, Changchun Changsheng Biotechnology and rabies vaccine quality or Renault-Nissan and Carlos Ghoson’s alleged financial misconduct ). Organisations, rightly, are seen as serving the societies in which they sit and breaches of trust consequently are devastating – destroying significant brand value.
It’s going to happen. There will be conflict! Conflict is not always bad as it shows that people can have open discussions and voice their opinions. However, personality conflicts can be painful and destructive.
If you have a personality conflict, you have to decide: Do you want to improve the relationship? If so, here are some tips.
Look at yourself first. Ask yourself questions like: When did the problem start? Was there a defining moment or did it build over time? What did I do to cause or escalate the conflict?
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.
Culture doesn't eat strategy for breakfast!
Culture suffocates under the weight of strategy that cares more about the bottom line than it does about its people.
How a business does strategy is a truer representation of what a culture really is than aspirational sound bites hung on walls or spun out in talent development conversations.
It's why leadership programs over time don't live up to the hype. Affirmations, no matter how heartfelt, do not create the required cultural change if they are not embedded in the way strategy is created, languaged and executed.
Is your workplace chronically chaotic, a ferocious place riven with conflict? Is it a command and control environment, threatening to you and your colleagues thanks to others’ coercion and Machiavellian-powered collusion? Are you in a defeated-culture, where everyone is looking at compromise – a sad race to the bottom? Or is it a workplace powered by collaboration and consensus? Is it a happy work workplace?
Organisations creating numerous standalone strategies supporting value realisation, is as counterproductive as musicians in a conductor-less orchestra, only having their individual sheet music.
Do organisations need a Digital Strategy?
I want to consign the annual appraisal to the history books or the corporate torture museum set up in memory of unproductive, inhumane HR practices of the last 100 years. I’ve started this conversation already, if you want to flip back to my first blog - HR leaders - Why decluttering your performance management is the best decision you can currently make.
One of my enduring nightmarish memories of corporate life in the late 20th century and early noughties was centred on the slavish adherence to the annual appraisal. It was never that I didn’t enjoy the chance to converse with bosses or my team, it was just that the whole pantomime that surrounded the conversation was so staged, inauthentic and ultimately rigged that it always ruined any goodwill I wanted to create and nurture.