Year: 2019

The future belongs to the brave

Rather than spend a reasonable amount of time addressing fears and concerns …
Leaders avoid the fears and concerns that arise during period of immense change and then spend an unreasonable amount of time addressing the problematic behaviour that always follows. Brene says “we don’t peel the onion to look at what is driving the behaviour”.

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Managing Employees Through Change (guest post)

No matter how much you try, change periods are still tough. Even in scenarios where there are no layoffs, it’s difficult to quell people’s fear about the unknown. However, if you take the right approach to change management, focusing on open and honest communication, while also preparing yourself for the bumpy road ahead, you should be able to keep productivity at normal levels even as the organisation weathers significant change.

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How to make values mean something

Beyond those definitions though, I think the most helpful way to articulate values is in a hierarchy. In what order do the values fall? Let’s say an employee has to make a decision to either provide great customer service or save the company money at all costs. These values can (and usually are) in conflict. So which one does the employee choose?

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What’s empathy got to do with it?

That by showing genuine empathy, you usually make life easier for yourself. You can get to the nub of the issue quicker. You can generally reduce unnecessary conflict. Solutions that may not have been immediately apparent become more obvious.

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