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.
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?
What makes one company more successful than another? Is a committed motivated workforce a differentiator between two competing firms? Damn right it is. Gallup’s Workforce Survey records that 8% of the UK workforce is engaged at work – with twice that number being actively disengaged in their jobs. If we could get those people to care about their colleagues and their work then improved success awaits.
I remember last year my CEO asked me to find out how many working mothers we had in our employment (total pop m+f c 90k). Although the data is not stored in that fashion making a few assumptions I sat down with him and had a conversation about the answer, but more importantly that I was worried that this might not be the right question.
Remember the early 90s, when the mobile phones were not there. The only way to communicate to an out of office employee was landline phone or personal message via a colleague. Today there is no distinction between professional and personal lives as we are always connected.