Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
Google’s 5 Steps for Culture Change
In a recent interview, Google’s lead on Customer Service Change Management, Kim Wylie, offered her top 5 tips on how to approach change. Kim sees change management as an important part of developing and maintaining a culture that keeps businesses ahead of the competition. It is also something that is a long term project and not a quick fix and requires stamina and commitment to see it through.
- Formulate a clear strategic vision
- Display commitment from your senior leaders
- Model culture change at the highest levels
- Modify the organisational structure to support the change
- Hire and fire according to the culture to be
Two key tips missing from the list are support and development.
- Managers must support their teams and individuals though the change and
- Managers need the skills to be able to provide effective support
The language in tip#5 is also a bit questionable. Getting the right people in place is vital, but it is also important to identify who has the ambition and potential to step up. Overlooking the existing talent in an organisation can create issues that make the change harder to embed and could derail it altogether. You can read a summary of Kim’s interview here.
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Ever since Apple launched their first smartphone, I’ve always used an iPhone. Over the years my home and office have becomes adorned with Apple products – computers, tablets, tv. Everything ‘just worked’ and I was happy with the closed eco system. That was until last month… Read more.
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For More Motivated, Engaged Employees, Give Them More Autonomy
David Lee, quoting Daniel Pink’s book Drive:The Surprising Truth About What Really Motivates Us, says that businesses in which employees had autonomy grew four times faster, and experienced only one third of the employee turnover, when compared to companies with a command and control culture. He also quotes Blessing White’s report A Study of Voluntary Effort in the Workplace that “Responsibility for one’s work” is the number one driver of discretionary effort. Read the full article here.
Lee proposes some ideas for managers who want to give more autonomy
- Let your managers know how important giving autonomy is – share the research
- Ask direct reports where they would like more autonomy at work
- Share concerns you have with employees about their readiness for autonomy
- Check that employees have the resources they need
- Don’t micromanage
- Where possible, let employees decide the “how” of doing things
- Let employees explore news ways of doing things
- Treat failed attempts as a great learning experience
- Recognise and celebrate employees who experiment
The Rise of the Connected Workplace
The increase of portfolio careers and virtual collaborative networks are changing the nature of the employer/employee relationship according to a PWC Megatrends report. Whilst employees are still drawn by the social elements of coming to the traditional workplace, the increase of professional and technical collaborative networks is creating a sense of belonging to areas of expertise, rather than a single employer.
Businesses with a professional or technical discipline are most likely to be affected. When it comes to recruiting and retaining the next generation of employees, building a strong employer brand that is able to blend collaboration and remote working with the organisation’s vision and purpose could prove to be a successful formula.
The Organization of the Future
Last June, John Chambers, former Cisco CEO, proposed that “soon you’ll see huge companies with just two employees – the CEO and CIO.”
The concept seems crazy now, but tangible evidence suggests we are moving toward such a future, faster than you might think. As with every major transition, this one will create losers and winners, thinkers (who hold on to outdated concepts) and outthinkers (who embrace the new).
One firm in such a transition is Red Hat, already demonstrating lessons in practice: live by a core purpose, allow leadership to emerge naturally, make decisions inclusive, adopt values in tension, and let your CEO become a catalyst.
Read much more here from Blessing White about steps you could take to embrace such a future.
Engage or Bust! – the 2015 Engage for Success Conference
Engage for Success held their 2015 conference last week. David Macleod and Nita Clarke kicked off their day with a pithy summary of the productivity challenge facing UK plc, the pressures organisations are facing from short-termism, increasing customer demand, technological change, global competition.
Subsequent speakers included the London Business School, Waitrose, Marks & Spencer and the the Permanent Secretary at the Department of Work and Pensions.
Read their conference report here.
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Emenex helps organisations get the best from and for their people. Organisations approach us when they have challenges with engagement, motivation, productivity, retention, talent management, management development and succession planning. They know that addressing these critical issues delivers higher levels of profit, productivity and customer satisfaction. They also know that a more progressive solution is required – one that delivers above and beyond expectations and enhances their brand with customers and staff alike.
Emenex has a great track record in supporting organisations with consulting expertise, tools, resources and skills needed to deliver the required results. The continued growth and development of both teams and individuals builds loyalty, commitment and engagement. An organisation that has aligned its values, priorities, structures and resources is better able to meet future challenges leading to higher performance and customer satisfaction.
The result? Individuals and their organisation excel.