Employees of any kind of organization have to progress through various stages of providing value to their employer. These stages or steps are not always expressed formally by the employer nor are these always properly understood or appreciated by the employee. But these are nonetheless always there and it will be useful for you to know what these are …
Category: HR Management (Page 4 of 6)
by Douglas O’Loughlin – International Consultant on OD and Leadership Development
Introduction
Most organisations and leaders are now facing higher levels of complexity, change, diversity, and uncertainty than ever before. In these times, how can we help develop organisations and leaders so that they are less likely to get “in over their heads”, as Robert Kegan aptly named his 1994 book. Kegan suggests that the demands of modern life are often mismatched with our order of consciousness or mental capacity. How can we develop and expand our individual and collective “agility”, where new challenges and opportunities can be met with elegance and effectiveness?…
At the broadest level, we define our identity by two things:
–Who we are – our personality, our beliefs, values etc.
–What we do – our actions, behavior, etc.
We want others to accept us the way we are and to accept the way we do things. When either of these expectations is challenged, there is conflict. Usually it’s a play for power – sometimes there are other reasons…
Why do we need to understand motivation? The fundamental reason is that it is the only way to create spontaneous and unexpected improvement in performance. Of course, performance can be improved through re-structuring of processes, by training and coaching staff better and any number of other good things in organizations that create incremental, linear improvement. But only motivation creates non-linear change because everyone even the very best of performers have it within them to become exceptional…
There are lot’s of things to take care of when introducing change in an organization – and there are lot’s of myths and hype as well about what works and what doesn’t. Change management is as complex as human beings are – so there aren’t any easy answers or recipes for success. But here’s a list of 6 key things to keep in mind as you think about creating a toolkit for change in your workplace…
This is a brief extract from an article by Tom Rath and Barry Conchie that is adapted from the book “Strengths Based Leadership”
Individuals don’t have to be well-rounded, but teams should be
Gallup research based on study of thousands of executive teams has indicated that while members of a team may have their own unique strengths, the best teams had an overall grouping of certain strengths. In fact, it seems there are 4 principal domains of strength (arising as an aggregate of unique strengths of team members) that seem to exist in successful teams…
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What do employees really want from their management, from the organization they work for? We ask this question of hundreds of people we meet in training programs my organization conducts, in consultancy or organizational development work we do with organizations of all shades and sizes, across various industries and sectors whether for profit, government or not-for-profit. We get some key messages that show that irrespective of status, function, organization, industry, or circumstance, most employees have surprisingly common expectations…
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