I recently recorded a podcast about all things Business Transformation. We talked about the difference between Agile and Waterfall, Scrum and Prince 2, Leadership and Management. It was a whistle-stop tour of my thoughts and reflections on change and transformation. One of the central concepts I offered was that Digital Transformation is first and foremost about people, not just technology.
We’re all creatures of habit – it’s human nature. However, how do we know we have the right habits that can help us to thrive as HR and People leaders?
With valuable nuggets from Virgin to Facebook, we take a look at the habits the most highly effective HR and People leaders practice day-to-day.
It’s official. HR has gone out of fashion. It can join trifle and perms in the category of things we look back on and wonder how we ever let that happen.
Let’s look at the evidence: HR leaders, surely the champions of their profession, don’t have HR in their job titles any more.
Workforce diversity is much more than just another corporate buzzword. It’s an important business topic these days as organizations regard differing viewpoints a critical element in being innovative and competitive in a fast changing world.
Regardless of any social factors, the individual employees within every organization have a wide variety of business-centric ideas, perspectives and behaviors that usually lead to one of two outcomes.
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:
Here at People Perform we understand that developing a clear people strategy for any business comes with its own unique complexity.
Understanding business requirements, gaining buy-in from the board and senior leaders whilst delivering clear results through rigorous project management; all of this whilst balancing short-term delivery and results to keep the business owners and shareholders happy!
I'm not the first to say it and know it’s a strange thing to say, particularly for someone who spends their time supporting organisations to improve their performance by developing engagement levels.
But for me the phrase ‘employee engagement’ has always been a problem, I’ve never liked it, it’s never sat well with me, but it took me a while to really understand why.
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
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.
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.