Diversity and inclusion are more than just trendy buzzwords; they are key drivers of organisational effectiveness. How can we quantify their impact? Let’s dive into the facts:
• 🚀Increased Innovation: According to a Boston Consulting Group study, diverse companies produced 19% more revenue due to innovation. That’s a clear link between diversity and the bottom line!
Continue reading Unpacking the ROI on diversity and inclusion in organisations
In the ever-evolving landscape of organisational dynamics, maintaining high levels of employee engagement stands as a paramount challenge for leaders. However, as evidenced by the disheartening tale of “Samantha”, sometimes leaders unwittingly catalyse the very disengagement they seek to avoid. Let’s delve into Samantha’s narrative and extract invaluable lessons on how not to disengage an employee.
Samantha’s journey begins within a semi-government organisation, where she, a seasoned procurement professional, finds herself amidst a series of leadership tumults. Initially recruited by her manager’s manager, she steps into her role with optimism, only to find her manager conspicuously absent, leaving her to bridge the gaps.
Unexpectedly, both her immediate manager and manager’s manager exit the organisation, thrusting Samantha into an acting manager role. Despite her competence, Samantha harbors no aspirations of climbing the corporate ladder, content with contributing as a high-performing team member.
However, the plot thickens when Samantha is encouraged to apply for the permanent managerial position. After a seemingly promising interview process, she receives an offer that not only falls short of her expectations but also undermines her worth and experiences a slap in the face to her dedication and commitment.
Given Gallup’s recent report that employee engagement in Australia is only at 23% (matching the global average), increasing it is vital not only for your organisation’s success but for the staff and their success and, therefore, the success of our society.
What is happening in organisations has a MASSIVE impact on the world we live in.
Continue reading Australia’s employee engagement is 23% – this is a leadership problem
According to The Cambridge Dictionary, micromanaging means ” controlling every part of a situation, even small details”.
Over 17 years of consulting to a broad range of industries, including banking, industrial services, tertiary education, elite sport, developers, public transport, health, insurance, agriculture, all levels of government, broadcasting, retail, and hospitality (there’s more, but you get the picture :), a consistent theme is the lack of clarity about decision making.
When people are unclear about their role, what they are responsible for achieving, and how they will be accountable for achieving those results, decision-making is non-existent.
And, when people think that “voting is how decisions get made around here, ” that may be OK at your local sporting club, but it isn’t OK for organisations that aspire to high performance.
Continue reading Micromanage, Micromanage, Micromanage, Your Decisions
Ever wondered why some workplaces are buzzing with positivity, while others feel like a drag? The secret sauce is: HIGH-QUALITY CONVERSATIONS!
They’re the cornerstone of a thriving workplace culture!
Let’s dive into why workplace conversations matter and how you can create an environment that fosters better communication. 🌏🤝
Continue reading Discover the secret to a thriving workplace
The term “human resources” has been used to describe the people who work for an organisation for decades. However, in recent years, there has been a growing movement to replace the term with more human-centric language. Proponents argue that the term is outdated and does not accurately reflect the value and importance of employees. This article explores the case for retiring the term “human resources” and what actions HR professionals can take to facilitate the change.
In 1999 Harvard Business School Professor of Leadership and Management Amy Edmondson discovered that Psychological Safety was the most crucial factor for determining team performance.
Edmondson defines Psychological Safety as including the following three traits:
In August 2021, 4.3 million people resigned from their jobs in the USA and this phenomenon on its way to Asia and Australia. According to this article from news.com.au, the people quitting included front-line workers to CEOs.
Continue reading Are you considering joining The Great Resignation?
Successful people regularly report they are lifelong learners. I want to think that I am a lifelong learner too.
Shayne Elliott, CEO of the ANZ Bank recently shared in a LinkedIn video post that he is “#always learning“. In it, he speaks about a book that has provided great value over many years, Execution – The discipline of getting things done by Larry Bossidy and Ram Charan. It is a terrific book and worth the read.
The ability to learn is essential for success. I argue that today, oxygen and learning are equally important for humans. Without them you are physically dead, or your career is dead. However, are followers tolerant of leaders who are learning? I’m not sure they are, which creates a significant problem for leaders.
Whenever we have a meeting the table is always shaking. John seems unable to stop his leg from jittering.
Mary never puts her coffee cup away after she washes it. She leaves it on the sink for someone else to put it away. It’s so annoying!
Hun mumbles every time he speaks. I really can’t understand him. I wish he’d speak more clearly.
Every Monday morning Janet wants to tell me about the weekend achievements and dramas of her three children. When will she understand that I’m really not that interested!
No doubt you have these thoughts and feelings from time to time about your colleagues. Working with and getting along with other people is not always easy. Sometimes it is downright difficult. In fact, sometime these annoying behaviours can really drive you crazy!
Your challenge is when these little things become your focus. After a while it is all that you can see these people doing and that means that eventually you see the person as being 100% annoying. When this happens it is difficult to stay a high performing team. Group dynamics have a direct impact on team performance and your attitude toward your colleagues impacts team dynamics.
What can you do if you find yourself in this situation?
Success Magazine founder and editor Darren Hardy has a suggestion for your personal relationships when they start to become annoying and his strategy is just as useful for workplace relationships.
Use a notebook and write your colleague’s name at the top of the notebook. Each day for a month find something good about that person to write in your notebook. Train yourself to see the good things they do. Your list can contain work tasks that they do well or other contributions that they may be making around the office. As you add notes to your list, run your eye over the entire list.
Soon their ‘annoying’ behaviour won’t be all that you see when you look at this person. Your focus will have changed.
Taking this action won’t change the person’s annoying behaviour. Rather, it will help you to see that they are not 100% bad. In fact you’ll likely see more good than you have ever previously noticed. Your new insights about them will change your behaviour toward them. They will react positively to your behaviour and your workplace relationship and dynamics will improve. Most importantly you’ll be able to continue to work as a high performing team.
If you don’t believe that this strategy works then give it a go. My bet is that after only one week you will notice improvements in your workplace dynamics.
Gary Ryan enables organisations, leaders and talented professionals to move Beyond Being Good.