management

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.

The Paradox of Management and How to Remedy It

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Nor is valuing people as difficult as history would have you believe. In fact it is the core of the ‘Every Individual Matters’ model. Valuing people as assets is the first step in the model and the foundation for building a culture that ensures optimal individual and organisational performance. After all, as Simon Sinek also says, “It is not the genius at the top that makes people great. It is great people that make the guy at the top look like a genius.”

How effective is your incentive remuneration, really?

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Who doesn't like a bonus? It is always nice to get more in your pay packet than usual. A bonus naturally make you feel good … Read more

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.

Challenge: People Skills or People Management Skills

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The challenge posed thus provides a good starting point for the HR profession to challenge themselves. Not least because the report can be said to imply, from the very first requirements to be outstanding, that HR is itself confused and does not itself fully understand its own role.

A simple solution for transforming a ‘dire workplace’

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Do you work in a dire workplace? The odds are that you do. At least according to Jeffrey Pfeffer, Professor of Organizational Behaviour at the … Read more

Kill the Performance Review

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Performance reviews remain in the news. Last week I wrote about Accenture’s abandoning them, but this week came the even more shattering news that GE … Read more

Beyond the Performance Appraisal

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Perhaps you have heard that Accenture is abandoning performance appraisals. (If not, you can read about it here.) Whenever or however you learned this, you … Read more

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