This post is part of the series “Workplace Morale,” a weeklong effort co-hosted by SmartBrief’s SmartBlog on Leadership and the folks at Switch & Shift
Maddie Grant's insight:
In those days the company’s U.S.-centric mindset included a high “command and control” culture. Decisions were made autocratically in the U.S. from a U.S. point of view. Garry realized that if the company was to extend its brand globally, that mindset had to change.
When Garry was made CEO in 1997, he began implementing a culture change to a less siloed, less information hoarding work environment that trusted and respected its people.
“We needed a work environment that treasures learning and teaching, fairness, candor, dignity, respect, perseverance … and fun,” Garry said. WD-40 Company needed to eliminate the fear of failure in the hearts and minds of team leaders and members. Garry reframed failure into “learning moments,” where team members share insights so everyone can benefit from their learning.
In the workplace, happiness is the interplay of multiple factors: • Employee engagement • Employee satisfaction • Wellbeing • Purpose • Meaningful work • Hope Their interaction is a powerful force that leaves employees with the belief that good...
You might wonder sometimes, perhaps after an especially inane quarterly job review, what it would be like not to have a boss. Or, after that same job review, not to be a boss. What if we were all workplace equals, with everyone possessing the same privileges and the same authority?...
Four weeks ago, in On the Right Track, I wrote about some of the things I'm doing in my organization to diffuse leadership and decision-making across our hierarchical levels. It was partially inspired by the CEO-level discussion facilitated by Humanize authors Jamie Notter and Maddie Grant at a recent WSAE meeting.
Back in 2011 I was trying to get a handle on the rapidly increasing velocity and agility of communications. Instagram was a new toy with a paltry market value south of $100 million, Android was changing the face of mobile, ...
I learned about Maddie Grant because of the recent Manifesto she wrote on the future of work, which was recommended by several contacts. After reading it, I immediately asked for an interview. About...
I saw on the HBR blog that Zappos no longer does job postings. They had 30,000 applications for only 300 positions, and it was becoming cumbersome. Instead, they have created a Zappos Insiderprogram where people can simply get to know some real people inside Zappos. That’s where they’ll look when they are hiring.
As technology becomes more affordable, associations are harnessing "big data" to improve member engagement.
Maddie Grant's insight:
"Venturing into the world of big data can be daunting, no matter how big or small your association. Experts say it’s important to have the support of senior management and to think about this undertaking as a culture change, not a project with a start and finish point."
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