On the blog

Risk is no longer just about having an ergonomic chair or table, a proper risk assessment is making sure that your employee is safe in their working environment, whether this is at the actual workplace or at home. 
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Digging deeper is key. Is it the employee that the Manager doesn't trust? Or the principle of working from home? 
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If you're working from home (as in actually working from home) for the first time, you might be thinking, where do I start? The following has a pretty comprehensive list of things to think about before you start working from home. But if there's one takeaway that's more important than any other - it's over communicate, over communicate, over communicate!!
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The first step to any change is to be able to visualise how something might be different. 
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Reading can introduce you to new ideas and different perspectives. In today's often polarised world of strident opinions - this is more important than ever.
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It's not about the offering of pawternity leave per se. It's about an organisation that is listening to it employees and offering them what they want.
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Often, I think it is our OWN expectations of ourselves and what we think we “should” do that creates the unhelpful expectations. We think we “should” be able to balance working full time, children and all that goes from them, looking after the house, with the other expectations of us – extended family and friends etc etc. Add to that the idea of hobbies, or additional studies or whatever, and it is easy to see how it all becomes just overwhelming and undoable.
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Some recent musings in the media
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This topic should feature on leadership team, executive team and board agendas as part of decent risk and governance; but often it doesn't go beyond the platitudes. If we are to have ethical organisations, we need to do more than that. We need to prepare to deep dive and then be prepared for what we might find when we get there.
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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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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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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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When we believe we’re the sole architects of our success, we tend to be ruder, more selfish, and more likely to interrupt others. This is especially true in the face of setbacks and criticism.
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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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It's a simple enough question, with an answer that we can probably all relate to. You know how it feels when someone is rude to you, whether that is in the workplace or more broadly in life.
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By spread, I mean that we take on the emotions of other people. So Negative Nellie leaves a trail that then "infects" her workmates. The boss casts a pall all over the office, almost like a sneeze.
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We often think that being better at something means a total overhaul of what we are doing. But in reality - a tweak here or there is often enough to change the trajectory for the better.
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Chances are, when you start looking, there has been progress or movement forward. Even if that movement is that you have managed work, life, family and other commitments and made it out the other end.
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Christmas parties should be fun for all. They should be a celebration of the end of a year, and of all the (hopefully) hard work that has gone before. 
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These team adventures are done completely in isolation of real life. They're the brainwave of the poor sucker who is in charge of organising an event. They seem fun, and get the team out of the office for the day, but....
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