Realise Your Greatest Asset
“Our people are our greatest asset” How often have your heard that statement from an organisational leader? I bet you have and more than once! … Read more
system
When will we learn?
When will we learn, or, as Bob Dylan put it, “When will we ever learn?” That is the question I found myself pondering after reading … Read more
Employee Engagement: Not ‘Love for Work’, but ‘Love at Work’
Talking about love at work is a surprisingly daunting prospect. Whether that is by default or design, it seems the word love is seldom, if … Read more
Process vs. People: Closing the Divide
I am continuing to read Brian J Robertson's book "Holacracy" and reflecting on the ideas it introduces. It does describe what the sub-title promises: “The … Read more
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.
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
Teamwork: Fact or Fiction?
“’Teamwork’ is an illusion created when the individual components within a human system accomplish a goal that is credited to the collective, rather than to … Read more
Taken for granted?
How much do you take things for granted? Something that helps keeps me on guard against this is an unforgettable experience I had when in … Read more
Unlocking Leadership
More than this, though, we have to stop incentivising on the basis of performance. This emphasis on performance distracts while driving and distorting all our reward systems. It inverts the order of this model and means, even at the highest level, that managing becomes more important than leading. Furthermore, if this is not bad enough, it also breeds competition amongst the employees and so builds silos, dilutes synergy and destroys organisational integrity.
You really do not have to look any further to unlock leadership.