Le livre blanc intitulé Disconnect, publié récemment par ADP, fait état d’un délitement du lien social dans l’entreprise. Très souvent, les salariés ont le sentiment de ne plus être véritablement partie prenante de la réussite de leur société.
It’s fashionable to be mentored and to be coached at the moment, and with good reason. Everything in business is achieved through people and the more you can do to improve performance, the faster you can remove inefficiency and make progress.
As a manager in the public sector, I was immediately given ten days of training. In the practical management of resources and people, training provides a solid grounding in the tools and best practice techniques of management. It explains why people skills are necessary, how to use them and avoid very many pitfalls. Those lessons have also taught me what is important when working with people and have stayed with me over the years.
The secret to being a good line manager is the ability to coach and to mentor. Often those words are used interchangeably and in my opinion, every member of the team needs both. Furthermore, it is very unusual to find one person who can be both.
Our shift from bureaucratic to distributed leadership took nearly a century. According to Deborah Ancona, a professor of management and organizational studies at MIT, companies in America circa 1920s were "super bureaucracies." Then, in the 1960s, people focused on interpersonal relationships and lots of discussions centered around trust and empathy. In the 1990s, it was all about organizations needing to undergo large-scale changes and vision. Finally, today’s workplace centers on what’s called variously eco-leadership, collaborative leadership, or distributed leadership.
"It’s all about your network," says Ancona, author of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, as in who do you know outside and inside of your team. "If you understand the internal network in your company, you have a higher chance of moving ahead
We work in an ever-changing, hyperconnected, world-scattered workplace. As the way we work changes, so too will the boss's role need to shift to meet those demands.
Take, for example, the very makeup of the U.S. workforce. One in every three Americans is a freelancer of some sort, according to a 2014 survey by Freelancers Union and Elance. This includes independent contractors, moonlighters, people working temporary or multiple jobs, and freelance business owners. Many expect this figure will increase to up to 50% by 2020, filling half the workforce with free agents.
The biggest challenge is not in the understanding or expertise associated with new technology. We can learn that. The biggest problem is our inability to recognize that the experience we have today is not the experience we need going forward. A notable separation exists between the expertise people have or are learning and the jobs companies need to hire for in an increasingly digital economy. This means that current employees possess expertise to perform jobs that are losing prominence in business while new jobs openings (or the need to create them) are becoming increasingly difficult to fill.
The debate about whether these earth-shaking leaders are born or made will continue to rumble on, not least because they’re so apparently rare. Then again, it often only takes one person at the top to kickstart an organisation into action.
The issue of leadership represents the most pressing challenge for global organizations. According to Deloitte’s Human Capital Survey, the vast majority of human resources and business leaders (86%) identified leadership as a significant problem and 50% saw this leadership deficit as immediately pressing.
What is leading to such dismal statistics? This paucity of leadership has myriad causes and some clear remedies. Problems include: The failure to integrate leadership development into the culture of the organization; insufficient and inconsistent investment in people; only allowing select employees to benefit from education and development programs; inadequate succession planning, especially for leaders in the middle to lower levels of the organization; programs focused on theory rather than practical examples; inadequate accountability and insufficient measurement of results.
Is your leadership grateful? Do they really understand how – and how much – you contribute; do they appreciate your unique way of thinking and doing and the value you add to the organization as a result? I’ve noticed that many leaders don’t take enough time to appreciate or pay much attention to their teams and the individual efforts of their employees. They just expect people to do what they are told, rather than investing the required time to properly lead, guide and educate them rightly
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