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Is Your Company Kind? Take The Company Kindness Quiz

Is Your Company Kind? Take The Company Kindness Quiz | Organisation Development | Scoop.it

Is Your Company Kind?

Ask most people if they are generous and kind and they will answer yes. What about your company? Is your company generous and kind? How does your company's kindness measure up? Are you more or less kind than your competitors? Does it matter?

Take The Company Kindness Quiz

For every Yes answer below score 1 point.

Does your company have a mission or values statement? Is your company's mission or value statement important to running the company? Is it used to check investments, partnerships or other initiatives? Does your company support a cause aligned with its branding? Does your company share its intangible resources such as social capital, your building, your employees time freely and without an eye on the bottom line? Are there many leaders inside of your company? Would you rate your company as one of the most generous in your business vertical? Would you rate your company as one of the most generous in your geographical area? Has your company established systems to listen to its employees and customers? Does it actually listen and work on what it hears? If your company creates charitable giving as a group does it do so without pressure on you? Do you LOVE working for your company? 



 Score = 7 to 10 very kind, 5 or 6, kind, 2 - 4, not kind, 1 or less = mean.

Pema Chodron's Lesson

The Buddhist monk and author Pema Chodron teaches how we treat ourselves is how we treat the world. Chodron's lesson applies to corporations too. I will never forget when, as a young Project Manager at M&M/Mars a friend told me, "The individual wants the company to love them, but the company is incapable of loving an individual since it is an institution and so dedicated to its own survival".

My coworker's idea was that the company had a separate identity apart from all of us and the main purpose of that identity was self perpetuation. This idea is common to many post WWII companies that dominate our brand landscape. Days of the self interested and righteously selfish corporation seem numbered.

Yes Ayn Rand is tossing lightening bolts at me after my last statement.

Rand's idea that the selfish corporation creates social good by fiat seems dated and out of step with our Connection Economy. I identify with the fierce artistic spirit of Howard Roark in The Fountainhead even as I recognize the impossibility of such an "army of one" approach. Howard Roark was an architect.

Like every Internet marketer, Roark couldn't build anything without teams of people willing to help, willing to share and expand his vision, understanding and output. The stark difference between Roark's rugged individualism and his nemesis Toohey's collectivism (that walks and talks like communism) may make great fiction but our lives are connected and intertwined with strangers now.

We create therefor we are and, like Rand's hero, we must create in teams or not at all.


Via Martin (Marty) Smith, Ricard Lloria
David Hain's insight:

Mine is very kind according to the survey - but then there are only a handful of us...how does yours rate?

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Leadership Congruence: Do You Walk the Talk?

Leadership Congruence: Do You Walk the Talk? | Organisation Development | Scoop.it
A foundational behavior in effective leadership requires demonstrating congruence between what one says and what one does. Unfortunately, many times the behaviors of those in charge reflect a philosophy of “do as I say not as I do” rather than one of congruence. 
David Hain's insight:

Leaders sometimes demonstrate dissonance between intention and behaviour without meaning to.  Important, therefore, to set up effective feedback loops to check for congruence.

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Outcompete By Being a Standard of Trust Business

Outcompete By Being a Standard of Trust Business | Organisation Development | Scoop.it

Research from the Edelman Trust Barometer 2012 indicate that trust in both government and business organizations are at historic lows. Trends over past 50+ years show a consistent drop in trust by people across the globe.

David Hain's insight:

"Assess, capture, measure, and utilize your relationship capital for your business' significance." ~ @Rob Peters

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The holes in holacracy

The holes in holacracy | Organisation Development | Scoop.it

Will conquering Zappos help holacracy thrive in the brutally competitive market for management ideas? There is good reason to be sceptical. “Nine-tenths of the approximately 100 branded management ideas I’ve studied lost their popularity within a decade or so,” wrote Julian Birkinshaw of London Business School in the May issue of the Harvard Business Review. Among the latest cast-offs, it seems, is Google’s much-admired “20% time”, in which workers got a day a week to work on their own projects; the company is reported to be quietly sidelining it.

David Hain's insight:

Does holacracy make sense? Maybe, for some, suggests LBS Professor - but make sure it's not your latest fad!

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The Employee Engagement Hoax - Forbes

The Employee Engagement Hoax - Forbes | Organisation Development | Scoop.it


Somewhere around the late 1980s or early 1990s we stopped talking about employee morale and started talking about Employee Engagement instead.

David Hain's insight:

"The chief benefit of the annual Employee Engagement Survey is that it lets a tone-deaf HR leader say to her leadership team, “Look how high our engagement scores are this year! Surely I’m doing my job!”" ~ Liz Ryan

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Frank J. Papotto, Ph.D.'s curator insight, July 7, 10:01 AM

      I like the engagement concept, but it has been twisted to suit a management perspective that is unhelpful. It is helpful to think of engagement as behavioral and emotional commitment; this results in loyalty to the company a willingness to stay and provide discretionary effort. A prerequisite to engagement is employee satisfaction and positive morale.

 

      The problem with engagement arose because it was presented in many instances as a tool for driving performance. Consultants and pollsters latched onto the idea that if you measured engagement you could then take various actions to change it with a variety of employee focused HR tools. All of sudden then HR had the means, it believed, to drive, employee performance-- and, of course, how could this not be valuable for business and management.

     In fact, engagement is useful because it begins to address the complexity of motivating organizational behavior. It helps us understand that both intrinsic and extrinsic factors should be considered, that the social conditions are important as well. Engagement points to the fact that a whole person approach is needed to fully enlist individual efforts on behalf of the organization.

 

      To obtain a truly engaged workforce, enterprises must start with choosing people who see it as more than simply a place to work;who see it as a valuable, useful means to a positive end for themselves and the broader community of which they are a part. Enterprises must come to the realization that supporting individuals in reaching their goals is the cost of getting individuals to support the organization's.

 

Ivon Prefontaine's curator insight, July 7, 10:08 AM

The one that gets me is the empowerment racket. As if we have the power to give someone else power. I hear this in education all the time. We are going to empower students as if we do their learning for them. Creating a positive and healthy learning environment with reciprocal relationships is the key.

Miguel Paul Trijaud Calderón's curator insight, July 9, 6:38 AM

Engagement - 12 ideas to listen to your employees

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Want Peak Performance? - increase the ‘meaning quotient’ of work | McKinsey

Want Peak Performance? - increase the ‘meaning quotient’ of work | McKinsey | Organisation Development | Scoop.it

Through a few simple techniques, executives can boost workplace “MQ” and inspire employees to perform at their peak. A McKinsey Quarterly article.


Via Annette Swann
David Hain's insight:

Some practical ideas from McKinsey  to unlock the engagement that makes a difference.

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Annette Swann's curator insight, July 5, 6:48 PM
When McKinsey asked executives to locate the bottlenecks to peak performance in their organizations, more than 90 percent choose 'meaning' issues. Here are 3 practical tips from McKinsey, which we call 'Values In Action' in our Authentic Leader workshops. www.wellnessforte.com.au
Graeme Reid's curator insight, July 6, 9:11 PM

Good article on how the create meaning in the workplace.

Lisa McCarthy's curator insight, July 7, 9:06 PM

Musicians talk about being “in the groove,” sportsmen about being “in the zone.” Can employees in the workplace experience similar performance peaks and, if so, what can top management do to encourage the mental state that brings them about?

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Trust: The Direct Route to Profitability- Trust Across America™

Trust: The Direct Route to Profitability- Trust Across America™ | Organisation Development | Scoop.it

Forbes and GMI Ratings have produced the “Most Trustworthy Companies” list for the past six years. They examine over 8,000 firms traded on U.S. stock exchanges using forensic accounting measures, a more limited definition of trustworthy companies than Trust Across America’s FACTS Framework but still somewhat revealing. The conclusions they draw are:

  • “… the cost of capital of the most trustworthy companies is lower …”
  • “… outperform their peers over the long run …”
  • “… their risk of negative events is minimized …”

 In addition to the chart above, numerous indirect indicators of trust also show a direct correlation to superior financial performance.

David Hain's insight:

"#Trust gap negatively impacts a company’s revenue, market share, brand reputation, employee engagement and turnover, stock price, and bottom line profitability." ~ @BarbaraKimmel

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Storytelling in leadership development

Storytelling in leadership development | Organisation Development | Scoop.it

People will tell stories within organisations. The trick is to choose which ones they tell by you telling them first. Forget lists, slides and bullet points. Get into the habit of telling compelling stories which arouse emotions and energy. Build shared experiences and realities by engaging with others using the old fashion human way – story telling.

David Hain's insight:

Light organisational fires by seeding contextual stories in the right places, watch them join together.

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Training and organisation development overview| TrainingZone.co.uk

Training and organisation development overview| TrainingZone.co.uk | Organisation Development | Scoop.it

The demands of people involved in organisational development (OD) are huge. It is an extremely complex field which needs a variety of support from both trainers and consultants. This article maps the main areas and should allow a better decision to be made when addressing OD issues.

David Hain's insight:

Useful OD overview.

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The Evolution of Trust - New York Times

The Evolution of Trust - New York Times | Organisation Development | Scoop.it
The Evolution of Trust
New York Times
And the big thing I underestimated was the transformation of social trust. In primitive economies, people traded mostly with members of their village and community.

Via Barbara Kimmel
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Leaders Need To Walk The Talk When It Comes To Integrity

Leaders Need To Walk The Talk When It Comes To Integrity | Organisation Development | Scoop.it

Anybody who feels that far too many company reports and websites boast of a commitment to innovation will not be surprised to learn that this is the most cited value  in a survey of how Standard and Poor’s 500 companies present their corporate culture. Innovation – mentioned by fully 80% of companies – was followed by those other staples, integrity, respect and teamwork.


Via Kevin Watson
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John Michel's curator insight, July 1, 8:09 AM

 Since the market values profits over corporate culture, companies will tend to focus on maximizing short-term profits rather than keeping their word.

Frank Wander's curator insight, July 1, 11:12 AM

This is a test.

Graeme Reid's curator insight, July 1, 8:13 PM

There is a trade-off between short-term profits and long-term value.  Investment is required to grow a positive corporate culture.

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Skills Are For Life - And So Are Apprentices

Skills Are For Life - And So Are Apprentices | Organisation Development | Scoop.it

Few people would deny that we face a skills crisis in the UK. Nearly half of the UK adult working population have numeracy levels expected of an 11 year old and as a result probably have difficulty with everyday tasks that involve numbers.


Via Roger Francis
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One Out of Every Two Managers Is Terrible at Accountability

One Out of Every Two Managers Is Terrible at Accountability | Organisation Development | Scoop.it
Out of all the things we expect of leaders — taking charge, setting strategy, empowering people, driving execution, you name it — what one single behavior would you guess is most often neglected or avoided among executives? Seeing the big picture? Nope. Delegating? Nope. Mapping out detailed project plans? Nope. Although many upper-level managers don’t do these things enough, by far and away the single-most shirked responsibility of executives is holding people accountable. No matter how tough a game they may talk about performance, when it comes to holding people’s feet to the fire, leaders step back from the heat.
David Hain's insight:

"Someone needs to be the sheriff, even if it's a thankless job!" HBR article on group performance identifies critical role not prevalent enough. 

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The Fastest Way To Build Leadership In Your Company - Insource

The Fastest Way To Build Leadership In Your Company - Insource | Organisation Development | Scoop.it
There is a hidden opportunity for insourcing: the ability to tap into existing employee capacity to take on more projects. Most organizations are unable to access this available resource because they operate through a single – and overworked – management system.
David Hain's insight:

2012 Deloitte study - 34% of companies that terminated outsourcing contracts decided to insource instead. Here’s why.

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The Case for Trust Challenge | Trust Across America

The Case for Trust Challenge | Trust Across America | Organisation Development | Scoop.it
The Case for Trust Challenge
David Hain's insight:

For more information, please contact: Barbara Kimmel, Executive Director, Trust Across America at:Barbara@trustacrossamerica.com.

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Screw Trust and You Skewer Your Future | Switch and Shift

Screw Trust and You Skewer Your Future | Switch and Shift | Organisation Development | Scoop.it

The Veterans Administration and General Motors currently sit center-stagefor behavior that has ruptured the trust of customers and employees. But trust breaking goes on all the time—and not just with large hide-bound bureaucracies.

David Hain's insight:

Practical ideas to generate and sustain trust in your organisation.

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Learning to Speak Up When You’re from a Culture of Deference

Learning to Speak Up When You’re from a Culture of Deference | Organisation Development | Scoop.it
Many of us are uncomfortable speaking with people of higher status. We can feel self-conscious, unsure of what to say, and afraid what we’re going to say — or what we’re saying — is the wrong thing.
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Take Another Look – How Your Perception Is Changing Your World

Take Another Look – How Your Perception Is Changing Your World | Organisation Development | Scoop.it

We need to understand the way our perception shapes our world, this article gives some insight into how our perception can be changed

David Hain's insight:

There are no 'truths', only perceptions. Reframe your perception, change your mindset, the world my colour differently!

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Ivon Prefontaine's curator insight, July 6, 1:10 PM

Perceptions are continuously changing which suggests the world is continuously changing.

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Nine HR Policies That Drive Good People Away - Forbes

Nine HR Policies That Drive Good People Away - Forbes | Organisation Development | Scoop.it

Forbes Nine HR Policies That Drive Good People Away Forbes There is a particular, awful feeling you get working in a company that is sinking. You can tell the minute you walk in the door that the energy is off.


Via Michael VanDervort, Roger Francis
David Hain's insight:

Pleased to see that this list of bad but very prevalent practices include bell curve thinking and stack ranking!

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Social Leadership: Crossing Boundaries

Social Leadership: Crossing Boundaries | Organisation Development | Scoop.it

Our lives today weave between formal and social spaces, no longer defined by the four walls of the office or a clear distinction between technologies and communities. Social Leadership is a style suited to the Social Age: it’s about building reputation that leads into authority.

 


Via Kenneth Mikkelsen, Roger Francis
David Hain's insight:

#SocialCapital or #RelationshipCapital builds networked communities through technology, but only when underpinned by trustful behaviours. PS: @julianstodd a #mustfollow!!

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Kenneth Mikkelsen's curator insight, July 3, 5:05 PM

Excerpt from the blog post:


Within formal spaces, authority is hierarchical, often embedded in team and management structures and through official channels. 


Social authority communicates through social channels and communities and is socially moderated: granted and removed contextually. It’s reputation based and often crosses into social technologies: that which sits within our pockets and plays by the rules of Facebook and Twitter.

Gary Bamford's curator insight, July 4, 8:29 AM

Leadership Jim but not as we know it ...

Ivon Prefontaine's curator insight, July 4, 12:56 PM

Leading should occur on the boundaries (eco-tones) in organization. Anthony Bryk and others suggested the role of School leadership was to work on the boundaries between School and community rather than micro-managing what went on in School. That almost sounds like John Dewey.

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Can you have too many Type A people in a group?

Can you have too many Type A people in a group? | Organisation Development | Scoop.it

As a leader of people with strengths, some which may be Type A personalities, here are ways to draw the most success for the person and the team from their unique strengths. I hope that you will find that the suggestions below are just plain old good leadership techniques applied to one set of strengths – those of the Type A person.

David Hain's insight:

Focus type A's on positive people change and their performance drive will work for you.

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Happy Interdependence Day

Happy Interdependence Day | Organisation Development | Scoop.it

New research from Bersin by Deloitte is so exciting; it shows that the talent management market grew by 17% last year and is now over $5 billion in size, because companies finally understand that “talent optimization” is key to their business success.

According to Bersin, the fact that the “world of corporate learning is entering a new cycle of innovation: MOOCs, new LMS technology and highly interactive digital content is forcing companies to rethink their L&D strategies as well.”

David Hain's insight:

Systems for talent proliferation finally catching up with technology - but it's the collaborative mindset that is the game changer!

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Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down

Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down | Organisation Development | Scoop.it

Nearly 60 percent of all companies fail at the double act of sustaining both results and investment year in and year out. That’s because most corporate leaders address the short-term–long-term tension by seeking the right balance between today and tomorrow. When the two are out of balance, this means taking less of one in order to get more of the other. And it inevitably leads to a kind of corporate schizophrenia, where companies switch between visionary, manic investment and aggressive, “performance-oriented” retrenchment — often with a leadership change marking the end of one phase and the start of the other.


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, July 2, 9:22 AM

How to navigate the twin demands of current performance and future investment.

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The Best Way to Reduce Employee Turnover

The Best Way to Reduce Employee Turnover | Organisation Development | Scoop.it
Building a great culture, paying competitive salaries, and having a great mission will bring in top talent, but how do you keep them for years? It starts with honesty.

Via Kevin Watson, Miklos Szilagyi
David Hain's insight:

The fish rots from the head!  That puts a lot of the emphasis for building a sustainable culture on leaders. We need more Jeffersons!

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Miklos Szilagyi's curator insight, July 1, 5:00 AM

Very practical, though it is not soooo easy to implement... as a starter it needs an above-average trusting ambiance... it should come from the leadership and should also be transparently and always fairly handled to make the scheme a real organization-wide boost...

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4 Ways to Supercharge Your Social Enterprise Through Accountability

4 Ways to Supercharge Your Social Enterprise Through Accountability | Organisation Development | Scoop.it

The social enterprise sector is hot—it may be worth well over $500 billion in the US alone. But if social business is to solve many of the world’s most pressing problems, we have to make sure it has both internal and external accountability systems in place to do so. What does that mean? It means, at its heart, getting the accountability relationships right between the people who make decisions — in governments, businesses, and all other relevant organizations — in order to ensure the outcomes are fair, inclusive, and sustainable.

David Hain's insight:

Today's key word - accountability.  Here's a social enterprise take...

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6 Advantages of Patience - KSMLifeCoaching

6 Advantages of Patience - KSMLifeCoaching | Organisation Development | Scoop.it
It's hard to wait. Having patience is challenging. As an impatient person myself, I've discovered 5 advantages of patience that will make you a better person.
David Hain's insight:

For those of us that like to move fast and make things happen, learn patience.


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