Shape Sustained Organisational Success by Building it into Your DNA
In 1991 Charles Handy concluded that the basic purpose of an organisation is to perpetuate itself within the context of the environment in which it … Read more
In 1991 Charles Handy concluded that the basic purpose of an organisation is to perpetuate itself within the context of the environment in which it … Read more
Continuing with the recent theme of leadership and the question of whether or not you are a good leader, here is something else you can … Read more
Imagine, right now, that you are attached to a lie-detector and you are asked, “Are you a good business leader?” How would you answer? If … Read more
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.
This very effectively illustrates the virtuous circle of the formula and the reinforcing aspect of its independent and inter-dependent elements. As people develop themselves they will increase their asset value, inevitably enabling them to make a greater contribution to the organisation and help execute strategy effectively. Note that, per the formula, disciplined execution is the multiplier and this will be boosted by their ownership stake which will make them more naturally inclined to do so.
It is not about relativity; it’s about relationships. When you recognise this more people-centric approach and build your business model around it, you will witness the transformation it creates and bask in the success it brings – success that is sustainable.
When you do that you have engendered the employee engagement which, the data shows, is the foundation for solid teamwork that gives you the organisational integrity to deliver your strategy, transform your results and sustain your success.
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.
It’s been 10 years since I set out on a new career path with the mantra “HR is the new IT.” For me it was … Read more
You do not have to be over 21 to have experienced it. Nonetheless, the likelihood is that if you are over 21 you almost certainly … Read more