By Sadie Williamson
For any company, success is largely dependent on how well workers perform. I’ve long since learned that employees who perform the best are almost always those who are most engaged with their projects and teams. But you might be surprised to find out that one of the biggest contributing factors to the motivation and good feeling of an employee is often their relationship with their manager.
In a study by the OC Tanner Institute, 37 percent of employees reported recognition from management as by far the most important factor for employee motivation. A similar study found that 79 percent of people who quit their jobs do so because they don’t feel appreciated.
The most successful managers understand their responsibility for employee engagement and recognize how good employee relations contribute to a flourishing company.
Unfortunately, evidence also shows that companies are not taking steps to equip their managers to handle the softer aspects of the role. A CareerBuilder survey found that 58 percent of managers reported receiving no training for their current position. While there is no instruction manual or rule book on managing and leading people, my time in the corporate world has taught me that there are steps that you can take to navigate this complicated responsibility. Continue reading
by Brad Stulberg
What if striving to be great is what’s holding you back?
“Good is the enemy of great” is one of the most popular self-improvement expressions there is. It’s the first sentence of an international bestselling business book, the title of another self-help book, and a mantra that NFL superstar J.J. Watt has used in press conferences. It sounds appealing and rolls off the tongue nicely, but there’s a good chance it’s downright wrong.
We’re told that striving to be great and never being satisfied are necessary to meet the ever increasing pressures and pace of today’s world. It’s the only route to success. But what is it all for? What does success even mean? Rates of clinical anxiety and depression are higher than ever. Some experts believe that loneliness and social isolation have reached epidemic proportions. Two-thirds of all employees report feeling burned out at work. Surely this isn’t the kind of success that everyone is after.
Zen master Thich Nhat Hanh offers that true success means feeling content with the unfolding of your life. It is “finding happiness in your work and life, in the here and the now.”
How the people working in government manage tech-driven innovation.
The public sector is the largest employer in the world. In OECD countries, nearly 23 percent of the total workforce is employed by government agencies. Around the world, this figure ranges from 5 percent in Japan to much higher in countries like Saudi Arabia (35 percent), Russia (40 percent) and India (55 percent). Small countries like Estonia and Singapore – leaders in smart government initiatives – also have sizeable public sector employment (22 and 32 percent, respectively). It is surprising therefore that few, if any, studies have been done on the effect of ongoing technology-driven governmental transformation on the people who deliver it. That is, of course, unless something goes wrong, like in the case of Phoenix, the Canadian federal payment system, SKAT, the Danish tax agency or the Obamacare portal.
To shed light on this topic, INSEAD and EY teamed up to launch an in-depth study of five major digital transformation projects in five very different countries. The study began with the Health Authority of Abu Dhabi (HAAD) and went on to study the Federal Tax Service in Moscow, the digitalisation foundation called BiscayTIK in Bilbao, the national ID administration AgID in Rome and the national employment agency Pôle emploi in Paris.
If you know how to harness the power of your mind, heart and soul, you will be wiser in the face of surprises and disruption.
One of today’s damaging and common leadership misconceptions is the confusion of power with external control. All too often, we think of power as the ability to direct or influence the behaviour of others, or to force the course of events to conform to a predetermined scheme.
But there is an equally necessary kind of power, which is exerted inwardly. It turns out that power is as much about the ability to adapt to the world around us as it is about shaping the world. As the global business landscape becomes increasingly complex, our ability to develop our presence and gravitas has become an indispensable companion of authority.
A harmonious balance of inward- and outward-directed power is what I call wise power. It is the embrace of dualities that helps us meet the world halfway: in between what we want and what is offered to us. Beyond the illusion of full control, wise power is an art of surprise.
So what is wise power? Fundamentally, it is the ability to master the deeper dynamics – not just the surface phenomena – affecting the world, an organisation, a team, an individual, a conscience. Leaders developing their wise power train their attention towards the underlying forces shaping their environment and themselves. They are not as easily blindsided by threats or challenges. As their thinking is not beholden to entrenched prejudices and patterns of behaviour, they can devise more effective and more meaningful solutions. Continue reading