But just adding extra entitlements to employees isn’t necessarily the answer. It’s not about employees getting more. But rather, that what’s already there is looked at through a more flexible lens. That there is give and take both ways. That flexibility given by the employer is acknowledged and reciprocated by employees.
The question that is often asked is what would you do, if you knew that you wouldn’t fail? That is, if success was guaranteed. What would make you brave?nBrene Brown asks a different question – what’s worth doing even if you fail? What’s worth doing for the learning, for the journey, for the lessons learnt?
So much conflict – what can I do? It is one of the questions that I get asked most often: how do I stop conflict
BUT, there are some threshold questions that need to be considered well before any of the above. Questions that might mean that a change should never progress beyond the initial concept:
Australia’s National Research Organisation for Women’s Safety (ANROWS) cite research that 1 in 4 women will experience emotional abuse from a current or former partner and 1 in 6 women will experience physical or sexual violence from a current or former partner.
We know that contagion of emotions is real. So if you’re coming into work and trying to lead your team whilst your life is falling down around you, it’s very likely that sense of panic and disarray will transfer to your team too. So, this stuff matters – both for you and for the impact it has on those around you.
They’re depressing because we know this stuff. We “know” what makes for an engaged workforce. Read the excerpt below and you’ll see none of it is unexpected, or even new. And whilst the best employers certainly do know it, and live it. There are a whole heap of organisations who just don’t.