Why do you do?
“How do you do?” That statement was an integral part of my upbringing. My parents taught us to say that whenever we met someone new. … Read more
Business Strategy
Unlocking Leadership
More than this, though, we have to stop incentivising on the basis of performance. This emphasis on performance distracts while driving and distorting all our reward systems. It inverts the order of this model and means, even at the highest level, that managing becomes more important than leading. Furthermore, if this is not bad enough, it also breeds competition amongst the employees and so builds silos, dilutes synergy and destroys organisational integrity.
You really do not have to look any further to unlock leadership.
The Secret of Personal and Organisational Alignment
Employee ownership strengthens an employee’s sense of purpose and thereby changes their attitude, but it also helps break the tradition of looking at people purely as a cost and so reinforces the sense of autonomy that builds a virtuous cycle that perpetuates and solidifies the organisational alignment and hence the organisational integrity. Why would you not want to consider this – especially when you can do it at virtually no cost to either individual or organisation? It offers a better employee engagement remedy than anything else in the market.
The Essence of Employee Engagement: What it takes – and delivers
Now you can understand why employee engagement is not an airy-fairy, feel-good concept that HR is trying to foist upon you, but an essential part of business and something that you are – or should be – doing as an integral part of leading your organisation. This is where engagement and success come together. Without employee engagement your success will always be limited.
Redundancy: When will they ever learn?
As long as you continue to manage people as costs, rather than as assets, redundancy will always remain an attractive option. Even if redundancy is not a “knee-jerk” reaction to bad performance it certainly can seem like it. At best it reflects badly on management and calls into question their ability – and therefore their right – to oversee a large organisation. Why?
It’s about people management – not talent management!
To function effectively and sustain success any business, regardless of its type, has to be more organic: to operate more as an organism than an organisation. This means you have to create an environment where everyone works together to meet the organisational purpose.The collective capability is what creates the precision that powers and propels performance and sustains success.
People as Assets – A Practical Proposition
The challenge Last week we looked at the statement “people are our greatest asset” and found that it was more than a cliché. The definition … Read more
People as Assets – Fact or Fiction?
“People are our greatest/most important assets!” How often have you heard that? It has become rather a cliché. But how much validity does the statement … Read more
Leadership made easy
The leader leads and the boss drives. Employee ownership links the life-investment your people are making in your organisation with a sense of shared purpose. It serves as a catalyst to create the autonomy, mastery and purpose that will deliver the well-being and emotional equity to secure employee engagement and sustain better performance and better results. It will thus enable you to stop driving and lead more effectively.
How Management is Lobotomising Leadership
The divide between leadership and management is being perpetuated and exacerbated by our modern systems.
Increasingly sophisticated systems have accelerated business to the extent they have thrust decision-making ‘down-the-line’ and created what is popularly called distributed leadership or decision making. That is a good thing, but unfortunately, with their built-in and rigid controls to anticipate and cover every possibility, they have, paradoxically, also taken away the decision making capability from the people who operate them.