employee

The Strange Dichotomy of Organisations and How to Bridge It

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Thus, although coming from three totally different perspectives, all three of these writers reinforce one another’s conclusions. This makes their findings more credible, and more significant for you as a business leader. To significantly transform performance and results you have to create an environment that makes the best of your people or – more accurately – that allows them to make the best of themselves. For this you need to consider how you are going to create a system or systems that addresses the physical and psychological needs of your people. Both collectively and individually, because every individual matters.

Why you, unwittingly, may be just going through the motions

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If you want to change this and turn things around to fully engage employees and optimise their effectiveness you have to find a way of changing the employee’s relation to their work. This essentially means that you have to create an environment where your employee is not working to “make someone else’s goals come true.” The only way you can do that is to create an environment of shared goals, where your goals and the employee’s correspond. That is the necessity. You have to ‘make your business their business’ – there simply is no other way to resolve this fundamental problem.

Big Data Demands ‘Big’ People

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Whatever data our computers generate, the determination of requirements, and the uses to which it is put, are all shaped by humans. This demands great insight, sensitivity and balance if it is to be put to effective use. Thus you need ‘big’ people if you are going to optimise your big data.

How You Overcome That Great Fear

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Most “disruptive” ideas – like the examples rejected by IBM – were first mooted internally. Their originators, however, had the conviction, determination and drive to pursue them and see them through to success, with the ultimate financial rewards that followed. We call that entrepreneurial spirit, but there is no reason why it has to occur outside the organisation. Supporting their development and offering the originator a royalty in return, creates the best of both worlds. It taps into the creative capabilities of your most important assets whilst simultaneously ensuring that results remain “in-house.” That, surely, is the ultimate win-win.

How is Your Brand?

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Making your people brand ambassadors requires reversing this and focus on outcomes rather than outputs. In order to achieve this you need to make your people brand ambassadors for themselves. In other words, you have to close the divide between individual and organisation. The natural way to do this is to give your people a stake in the outcomes. And there is no better way to do this than through universal employee ownership that results in everyone in the organisation pulling together as a single entity. People need to feel appreciated and, by giving them some skin in the game, you can build this into everything they do, so that it is not an extraneous management process, but an integral part of the organisational culture.

How the Learning Cycle Fits into Organisational Development

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This is key: while you intuitively understand that your organisation is the aggregate of the people who work in it, you must consciously recognise that every person is an individual. Maximising your organisational learning means maximising individual employee learning. Thus creating a learning organisation, with an effective continuous improvement programme that secures your organisational development, necessitates ensuring you introduce mechanisms that will identify and circumvent the limiting effects of these filters. Your business demands nothing less.

‘People’s Companies’ would make a moral difference

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We owe it to ourselves and future generations to get back on the right moral track. Employee ownership or ‘People’s Companies’ clearly offer a means to do this. So why not explore the ‘Every Individual Matters’ model as the way to deliver these?

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