Organisational Culture

Engage Employees in the Engagement Process by Shea Heaver

Although most organizations and management understand the need for Employee Engagement, most still struggle to create it.

Why is that?

Well in most cases it is simply down to the fact that it is still viewed as a Management and/or Human Resources function....or burden depending on where you stand.  

The old (and very time-consuming) method of seeking staff feedback via a lengthy opinion survey and then digging through all the data looking for a golden nugget is still widely used and seen as the only option in many circles.

Handling Hijackers by Jardena London

Hijackers are those people who try to take over your meeting and change the direction.  Let’s unpack why people hijack, take a look at the different types of hijackers, and then get some tips on what we can do about it.

Why do people hijack?  The most important thing I’ve learned is that people aren’t hijacking your meeting to piss you off.  They really aren’t. They also aren’t doing it because they are control freaks who want to be in charge, or want to make you look bad.   

There are a lot of reasons someone might hijack your meeting.  Here are a few:

Are You on the Hedonic Treadmill? by Roderic Yapp

One of the things that makes leadership such a tricky subject is that it is all about behaviour. It is about what you do every single day.

What you say matters but if it is undermined by your behaviour it becomes irrelevant.

This is why I am a strong believer in the concept of leadership by example.

It is the behaviour that is demonstrated by the leadership and the behaviour that they tolerate amongst their people that creates the organisation’s culture.

How to design an agile organisation by Rose Padfield

In today’s complex, interconnected and rapidly changing environment, it is more important than ever that organisations can respond quickly whilst still achieving efficiencies of scale. A key enabler of this is having the right organisational design, and recognising that the design of yesterday (designed for efficiency and assuming predictable patterns) will no longer work in the digital age, where agility and speed of response is key.

Matrix working – please click to enlarge the image

Why I Thought People Were Idiots by Jardena London

While I was attending a Leadership Retreat (CTI) last week, we were asked to identify what we need to let go of, in order to become a better leader.  For me, it was “letting go of the idea that people are idiots”. Of course, I don’t mean you, dear reader, it’s everyone else.

Bottom-line Impact of People Problems in the Workplace by Shea Heaver

In a Utopian workplace environment, every employee would arrive with a smile on their face, diligently work on projects about which they are passionate, interact with and assist their colleagues, have a great relationship with their boss, and when the going gets tough they would roll up their sleeves and pitch in without a second thought.

10 Questions that Uncover High Performers... by Roderic Yapp

One of the challenges involved in building a high performing team is selecting the right people. You can’t build a high performing team with low performing people so who you let into your organisation matters. It is arguably one of the most important decisions you make especially if your team is small.

Hiring someone is supposed to give your team (and you) a great level of capability. You should be able to deliver more. But if you get it wrong and hire the wrong person you will create management challenges that take up your time rather than ‘free up’ your time.