organisation

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.

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

The Difference between a Manager and a Leader

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By recognising and focusing on each and every individual, the ‘Every Individual Matters’ model enhances personal performance on an organisation-wide basis and thus inevitably enhances organisational performance. It provides a solid foundation for coaching and so builds a powerful, sustainable leadership framework.

Here and Wow!

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The other day I had an epiphany!  I was watching a Matthieu Ricard TED Talk on “The Habits of Happiness” and was struck by his … Read more

Beating the Crisis of Ethics

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Flavour of the past week has undoubtedly be the question of ethics. Editorial comments have abounded and most, if not all, the newsletters I have … Read more

How you may be undermining your own organisational success!

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“Greatness is ultimately only extreme success.” Those words from my blog last week have stayed with me, perhaps because they make greatness less abstract and … Read more

Achieving Greatness: A Not Impossible Goal!

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Ownership will help your people personalise success and fulfilment within the context or their work lives and thus more likely to optimise their contribution to the organisation. While it might not make them great, it will help them feel part of something worthwhile. You simply need to remember that, “The more fulfilled people you have the more successful they will feel. And the more successful people your organisation has, the more successful your organisation will be.” Perhaps even great!

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