With each member of a team being an individual, the ability to possess a transformational style to suit is an extremely important asset. What we receive as output, is always reflective of the input. Honing skills to manage teams through flexibility is what Stormley Consulting understand. Contact us at www.stormleyconsulting.com
Stand-up desks, wellness programs, flexible schedules, financial consulting, access to health professionals, and a strong emphasis on employee recognition have all recently become focal points at many workplaces. It makes you wonder why leaders are suddenly so keen to create workspaces and cultures that bind teams together and make employees (dare we say it) happy and healthy to be at work.
Our world, as we’ve seen recently in the news, isn’t getting any softer. However, research shows that companies that focus on creating happy, healthier, motivating, and appreciative workplaces are onto something profound—even, and maybe especially, during turbulent times. It’s not about creating atmospheres lined with rainbows and butterflies either. Instead, these studies prove the “hard” impact a workplace environment has on productivity and engagement—on both the individual and team level.
Read on to discover which traits in your workplace are helping you achieve your best possible outcomes, and which might be derailing your potential.
You’ve got allotted breaks—and you take them.
It sounds almost too good to be true, but research has shown that regular breaks are crucial to productivity. Your brain needs a breather in between tasks so it can fully focus and engage when you need it to. In fact, the most productive employees take a full 17-minute break for every 52 minutes of concentration. Try their pattern out for a day, and see if it makes a difference. Even switching to a simpler task can count as a breather. Just remember the benefits of taking a break the next time you’re tempted to skip yours—because even just five minutes off can make a big difference.
To serve as effective thought partners, boards must move beyond an arms-length relationship with digital issues (exhibit). Board members need better knowledge about the technology environment, its potential impact on different parts of the company and its value chain, and thus about how digital can undermine existing strategies and stimulate the need for new ones. They also need faster, more effective ways to engage the organization and operate as a governing body and, critically, new means of attracting digital talent. Indeed, some CEOs and board members we know argue that the far-reaching nature of today’s digital disruptions—which can necessitate long-term business-model changes with large, short-term costs—means boards must view themselves as the ultimate catalysts for digital transformation efforts. Otherwise, CEOs may be tempted to pass on to their successors the tackling of digital challenges.
Do you work more than 40 hours a week? If you're an entrepreneur or small business owner, it's hard not to, but all that extra time in the workplace isn't necessarily a good thing. After a certain point, it can be counterproductive and even hazardous to your health, so it's imperative to know when to say no to more hours.
Various organizations and independent researchers have looked at the physical, mental, emotional, and social effects of working beyond the standard 40 hours a week. Notable findings include the following:
Working more than 10 hours a day is associated with a 60 percent jump in risk of cardiovascular issues.
10 percent of those working 50 to 60 hours report relationship problems; the rate increases to 30 percent for those working more than 60 hours.
Working more than 40 hours a week is associated with increased alcohol and tobacco consumption, as well as unhealthy weight gain in men and depression in women.
In the last 30 years, our work WIIFMs have changed dramatically. Across generations, people want the time they spend blending work and life to accrue tangible benefits beyond just a paycheck. Increasingly we prioritize a greater sense of purpose and an opportunity to improve our skills and knowledge nearly as much, and sometimes more, than we prioritize pay.
In competitive roles such as engineering, data analytics and biogenetics, the ability to prove and then improve our marketable skills is critical for career progression and talented people instinctively know this. When evaluating a job opportunity, they strategically weigh their opportunity to learn or gain a unique experience as much as they weigh their compensation and benefits package.
Australian startup success story Atlassian has introduced a new group video conferencing tool to its flagship offering HipChat as it steps up the fight against rival Slack. The $8 billion tech giant’s advantage in this competition is its core focus on innovation that comes from its vigorous startup spirit that spills across the entire workforce, HipChat
What do you do for work? Not, what is your job title, or what’s written in your official job description? But what do you actually do?
It’s potentially the most important question you can ask yourself if you care about standing out, staying ahead of the change curve, and continuously elevating your performance to gain access to choice assignments and opportunities to advance.
This is because the value you deliver, the results you produce, and the impact you have on others come more often from the execution of unspoken intangibles that are not reflected in your title, job description, or the daily tasks and activities you’re responsible for. This severe mismatch is based on a fundamental misunderstanding of the true demands of work.
The problem with multitasking is that it just doesn’t work as well as we think it does.
The efficiency myth has been debunked by numerous experts and studies. For example, research from Stanford revealed that the more people multitask, the more they are training their brain to be scattered, and the less they are able to be creative or develop emotional intelligence. Another study from the suggested that your IQ can drop as much as if you’d missed a night of sleep. And the American Psychological Association revealed that a group of studies proved that workers performing juggling acts were actually costing a lot more time and increasing the chance of errors. Overall, this degrades your brain’s executive function as well as damaging your productivity.
Want a team that says “Thank God It’s Monday”? Here’s how…
One of the most important and core elements a company of people can be aligned on is their mission, vision and values about the company. These components are essential and powerful drivers for the exec team to efficiently achieve the success they want. They are also the key to having a highly engaged culture of team members who say ‘Thank God It’s Monday!’
Many companies don’t really think this is important to have these or have them nailed down. But that’s primarily because of one major flaw in the use of these terms. That one flaw is the integrity that runs behind the concepts of the Mission, Vision and Values Statements.
Often there is a lot of misunderstanding about these words, mission, vision and values. And there are a lot of definitions out there.
Every CEO, marketer and entrepreneur wants their business to “stand out”, to rise up out of the noise of the competition and grab the hearts and minds of consumers and clients. They want raving fans lining up for their products and services. They want repeat business and loyalty. Who wouldn’t?
When you have raving fans, you get the two most coveted things in 21st century marketing — word of mouth and “social proof”, in the form of positive reviews and spontaneous, unequivocal social promotion.
Young children fizz with ideas. But the moment they go to school, they begin to lose the freedom to explore, take risks and experiment.
We spend our childhoods being taught the artificial skill of passing exams. We learn to give teachers what they expect. By the time we get into industry, we have been conditioned to conform. We spend our days in meetings and talk about “thinking outside the box”. But rarely do we step outside it.
The sad truth is that schools were never designed to produce creativity. Not many people are aware of it, but the education systems in the US and many other countries are based on the 19th-century Prussian model. Children were taught to obey, not to challenge or think creatively. That’s why you stand to attention when the teacher walks into the class. It’s why from the US to China, children wear uniforms.
The system worked well for blue-collar workers – people who clocked in at factories and stood on production lines making things such as automobile engines. But in a world driven by search engines, the system is a busted flush. We must teach creativity at school as a matter of urgency.
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