#HR #RRHH Making love and making personal #branding #leadership

How often have we heard it said, “He wears his heart on his sleeve”? In some settings this can be a compliment. But let’s be honest, in the work context, particularly in industries such as engineering, it’s often said as a criticism. Research (and experience) suggest that emotional intelligence, more than skills and

During the first half of 2014, I trained for and ran two half-marathons, back-to-back. This was a huge achievement for me as for the first time in my life, I didn’t get out of breath just from climbing stairs. Finally, I had become the holy grail of “fit”.
Shortly after the second half-marathon, I moved house. On moving day, I got up bright and early to load the crammed boxes into the van.  However, as I went to carry the first box, I found I couldn’t lift it. But I was so fit, I’d just run two half-marathons – what happened?! Well, it turns out, not all exercise is created equal. Although I had strong legs and stamina, my arms had not been trained at all, so I was weak as a kitten in my upper body. I was not what is known as functionally fit.
Functional fitness is the concept of linking exercise back to everyday movements found in daily life so that you can sense and respond to any external force or challenge that may come your way. For example, lifting boxes, running for the bus and dodging pedestrians.
This is the same type of strength needed in organisations if they are to thrive in the 21st century. Large corporations have traditionally been good at developing the structures and practices to enable efficient and predictable results, but this is the equivalent of just jogging on a treadmill every day. This worked when external conditions were stable and could be predicted. But what happens if you have to run outside, on unknown terrain, at varying speeds and with potential obstacles? Jogging on a treadmill doesn’t prepare you for a more uncertain and complex environment.
You must encourage and nurture certain attributes in order to have a culture that can thrive in unpredictable conditions. As part of our recent Digital Transformation Barriers Report, we have analysed best practice cultures and drawn on our experience with clients and our own teams to define these. These are the five muscles of your culture that must be exercised so that your organisation is functionally fit, and primed to respond to changing market dynamics:

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When you present the choices properly, it soon becomes clear that there is no one overarching purpose for an organization in any sector. All organizations have multiple purposes depending on their list of key stakeholders. You can write a valid purpose statement for employees, suppliers, shareholders, or whoever is key for a particular organization — as well as for customers. It’s discovered by addressing this question: “What difference does our organization intend to make in their lives?”

Let me be clear. Nothing in what I have said means that you can’t prioritize one difference over another. In fact, with very good reason, management may choose to emphasize purpose for customers over purpose for other stakeholder groups, as this engages and motivates staff. But it’s very important to have clarity about what you’re choosing between. Creating a false dichotomy may well set you up to choose badly. Companies may end up prioritizing shareholders when they should put customers first, and vice versa. So when you’re in a discussion about purpose or mission, make sure that the proposed statements are comparing apples with apples — and not with oranges.

Culture is the single most important factor in organizational success or failure. It tells employees how to behave, how to do their jobs and how “things are done around here.” But would your employees, middle-management and executives all describe your culture the same way? Articulate your culture Being intentional about culture means you

How to cultivate a culture of learning in your business Learning is the secret elixir that motivates. No-one is motivated without learning

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Culture is the invisible hand that shapes behavior and tells people how to behave when no one is watching.

As an employer, you know that striking the balance between being respected and being liked is a stunningly hard task. I would like to offer you a type of management that refuses this premise entirely. The most successful employers work with all their employees, and are often seated alongside their lowest tier employees. This model completely smashes the damaging hierarchical system that most companies have.

Learn how “going for breakthrough” radically increases your chances of achieving transformational change in business results, culture and leadership.