The smallest of things make the difference
What would they want to know that would ease concern over a change, or angst over some gossip that’s doing the rounds?
What would they want to know that would ease concern over a change, or angst over some gossip that’s doing the rounds?
This is about where an organisation gets itself in a mess, and rather than face up to the systematic issues that have caused the mess, instead points the stick at one person.
Bob Sutton – he of The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt and the “No Asshole Rule” is back. And
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.
Ultimately – it depends on what you are trying to achieve with the discipline system. If it’s about getting rid of an employee, it’s a long and painful way to achieve that. If it’s about effecting change – it rarely works, at least in the long term.
Of course, these are often the conversations that we put off because we think they will be difficult, awkward or uncomfortable. And so things don’t get said when they need to be said. Feelings fester. Positions become entrenched. What was a smaller issue becomes bigger. What was fixable becomes less so.
How to turn around conflict causing scenarios that are giving you headaches and causing building resentment.
Rejection is something we fear as humans. It doesn’t feel good when someone says no. But what if we were to reframe rejection as something
Nothing kills the passion for those who move from high performing specialist to leader, more than discovering that they are a dumping ground for managers above and reports below. Passion comes from “freedom within the framework”; when they’re told broadly what needs to happen and why, but the how is largely self-determined.
Let’s be clear that it is not impossible to thrive in an environment that is less than optimal in terms of culture. BUT, and this is a big BUT; it’s so so much harder to have to swim against the grain of the organisation, its culture and all that it encourages and supports.
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