Searching For Better
There can be little doubt that the world is in crisis. The number of issues humanity is facing seems to increase daily. Soaring inflation and … Read more
organisations
Business Leadership: Modern Day Pioneering
You don’t have to be a leader to be aware of the pace of change and the challenges of competing and surviving in today’s global … Read more
“The Paradox of Being Human” and Its Implications in Organisations
“The Paradox of Being Human” is how Simon Sinek refers to life’s constant conflict between selfishness and selflessness: between “me” and “we.” We spend our … Read more
Evolution, Not Revolution, Powers Innovation and Change
In organisms, each and every cell, both individually and as part of a larger organ, is a self-managing entity. This, with the concomitant capability to respond, adapt and change, is what enables the whole organism to survive and thrive. Every cell matters. It therefore seems abundantly clear that, for organisations to become more organic, the people need to be seen as cells and to be self-managing.
The Strange Dichotomy of Organisations and How to Bridge It
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 Core of Employee Engagement
To create the kind of strategic alignment that ensures your strategy is executed you have to build effective relationships. That starts with a clear understanding of what the individual wants, and melding that with the organisational needs. This is core but is about so much more than just employee engagement.
Paradox of the Obvious
Perhaps one of life’s biggest frustrations can be something that seems obvious to us may not always be obvious to someone else. Maybe that is … Read more
Revealed: The Link between Purpose and Powerful Employee Engagement
Now you can see how closely allied purpose and employee engagement are. The more you can align these three drivers of individual and organisational purpose the more engaged your employees will be, and the better your organisational performance.
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?
Poor Customer Service: What is it with banks?
It is not the customer who is the source of profit, but the service provided to customers.