The Race Is On Organisations are clamouring to join the race to proclaim their higher purpose, raison d’être, new principles and supporting values and programmes. And imbed sustainability consciousness into their culture. It seems that business has awakened to the need to heal, sustain and nurture the environment, society and the economy; to adopt […]
Ron McIntyre's insight:
Interesting and true observation. Not all will be successful, in my opinion.
A team of researchers at the University of Michigan’s Steven M. Ross School of Business led by business professor Dr. Gretchen Spreitzer, who also directs the Center for Positive Organizations, has spent the last four years studying coworking. In the process, they've interviewed the founders of coworking companies around the U.S. and surveyed more than 200 workers from dozens of coworking spaces; one team member spent six months as a coworking member.
Their research uncovered two key benefits to the coworking experience, both of which have been linked to improved employee performance. Simplified somewhat, it comes down to flexibility and autonomy without dispensing with meaningful community.
It turns out that coworking spaces' hallmarks—like funky design features—are far less important than their social structures, where workers feel a sense of individual autonomy that's still linked to a sense of collaboration, the Michigan team told me in interviews. Most coworking spaces, for all their variation, tend to strike that careful balance between those crucial needs—in ways that neither solo freelancing nor the traditional office experience usually provide.
As the UK carves out a new economic future following the vote to leave the EU, ensuring everyone has the skills to compete is more important than ever. Yet acute skills shortages are holding back businesses across all regions and many sectors, including manufacturing, construction and professional services. That’s according to this year’s CBI/Pearson Education and Skills survey published today.
The Minister of Finance of Ukraine announced big plans of utilizing blockchain systems to carry out certain government activities efficiently, securely, and transparently, starting with selling government property through blockchain-based platform Auction 3.0.
Ron McIntyre's insight:
What do you think? Will blockchains really end corruption?
The red flags and marching songs of Syriza during the Greek crisis, plus the expectation that the banks would be nationalised, revived briefly a 20th-century dream: the forced destruction of the market from above. For much of the 20th century this was how the left conceived the first stage of an economy beyond capitalism. The force would be applied by the working class, either at the ballot box or on the barricades. The lever would be the state. The opportunity would come through frequent episodes of economic collapse.
Instead over the past 25 years it has been the left’s project that has collapsed. The market destroyed the plan; individualism replaced collectivism and solidarity; the hugely expanded workforce of the world looks like a “proletariat”, but no longer thinks or behaves as it once did.
If you lived through all this, and disliked capitalism, it was traumatic. But in the process technology has created a new route out, which the remnants of the old left – and all other forces influenced by it – have either to embrace or die. Capitalism, it turns out, will not be abolished by forced-march techniques. It will be abolished by creating something more dynamic that exists, at first, almost unseen within the old system, but which will break through, reshaping the economy around new values and behaviours. I call this postcapitalism.
The $8 million addition and remodel of Bartlett & West Inc.’s Topeka offices is more than an effort to update the working environment at the growing company. The overhaul is a statement about company culture and an effort to affect how the employee-owners there collaborate.
Ron McIntyre's insight:
I totally understand what and why they are doing this and fully encourage it but you have to be committed to make it work.
I’m writing a book to give managers a more complete account of how to match problems with solutions. To do so, I’ve cast a wide net, talking to a diverse array of executives and researchers about their work. There have also been many books that I’ve found helpful. So for this summer’s list, I’d like to highlight 17 books that I think innovators should read.
Ron McIntyre's insight:
Some interesting books in this list. The challenge is finding people to read them and then finding someone that is willing to digest, adapt or innovate from the ideas.
Interview with Scott Broetzmann, the Co-Founder, President and CEO of Customer Care Management & Consulting (CCMC), and Mary Murcott, the President of the Customer Experience Institute for Dialog Direct, who share insights from the latest Customer Rage study conducted by CCMC and Dialog Direct in partnership with W.P Carey Center for Service Leadership.
We aim to optimize performance, hence the business term: Performance Management. Sounds simple, but of course it isn’t. Humans have a lust for control and have developed quite a few mental concepts to ‘control’ performance management; processes, ratings, manuals, competency frameworks, forms, collective labor agreements, etc.
According to Shawn Achor, positive psychology expert and New York Times best-selling author of The Happiness Advantage, "data now abounds showing that happy workers produce higher sales, perform better in leadership, and earn higher job performance ratings and pay. Study after study shows that feelings of happiness lead people to excel in their jobs."
I recently had the opportunity to meet with Achor and asked him to share some of the best ways workplace managers can directly influence greater happiness in their teams. Here are three leadership practices I found to be the most uncommon and useful:
Many people believe leadership is something that's conferred along with a title or attained when you direct a team of people, but true leadership is never about authority or power. It's about helping others grow, and that's something anyone can do.
If it's your desire to influence and have an impact on others, you have leadership qualities. And if you can inspire people to do something they thought they couldn't do, demonstrate how the impossible is possible, believe in someone when they didn't believe in themselves, you're already a leader.
People don't set out to be great leaders, they set out to make a difference. It's never about the role or the title, but about influencing others, helping and supporting them.
“There is no science without fancy, and no art without facts,” Vladimir Nabokov famously proclaimed. Today, hardly anyone embodies this sentiment more fully than Brené Brown, who came of age as a social scientist in an era when the tyranny of facts trivialized the richness of fancy and the human experience was squeezed out of the qualitative in the service of the quantitative, the two pitted as polarities. But like Susan Sontag, who recognized how polarities limit and imprison us, Brown defied these dogmatic dichotomies and went on to become what she calls a “researcher-storyteller” — a social scientist who studies the complexities and nuances of the human experience with equal regard for data and story, enriching story with data and ennobling data with story in a quest to “find knowledge and truth in a full range of sources.”
In Rising Strong (public library), Brown builds upon her earlier work on vulnerability to examine the character qualities, emotional patterns, and habits of mind that enable people to transcend the catastrophes of life, from personal heartbreak to professional collapse, and emerge not only unbroken but more whole.
Influence is a hot topic. The #1 most asked question I get as a consultant, coach and instructor is, "How can I get people whom I have no authority over to do what I need them to do?"
Do a Google search or take a peek at HBR articles and you will find plenty on influence techniques, tactics and approaches. Those are all great, in the moment. But your level of influence starts well before you start the conversation or click on that first slide. Influence is built on history. It builds over time.
You build influence through a few, somewhat counterintuitive mindsets and actions:
One of the common themes I’ve written about over the past few years is the importance of building and nurturing relationships with your employees in order to bring out the best in those under your care. While we can appreciate what this means in abstract terms, I’d like to share the recent experiences of two leaders that helps to illustrate the benefit in bringing this approach to your leadership.
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