In the pressure cooker business world we live in, change and uncertainty have become commonplace. No longer can organisations rest on their laurels. Plans must be put together quickly, decisions made and deadlines met.
Measuring and improving employee engagement is often revered as the holy grail to improving business performance. Moderate employee engagement results encourage the C-Suite to pat themselves on the back. But ask the CEO some truth-seeking questions and they confess that despite good employee engagement levels there are a few problems that are still impacting performance – employees not being fully challenged, certain leaders unable to harness the collective intelligence of their teams and frustration around constrained expansion plans.
With the rate of change and uncertainty in the world, CEOs think about trust regularly – no matter the size of their organisation.
Globalisation, the gig economy, and automation are greatly changing our daily work. According to The Foundation for Young Australian’s research, today’s young people will need to work more independently and rely less on receiving explicit instructions and dedicated teaching. This shift will require entrepreneurial skills such as problem-solving, collaboration, resilience, communication, and integrative leadership.
“It is more important to know who you are than where you are going, for where you are going will change as the world around you changes. Leaders die, products become...
For over a year, I’ve been running monthly executive roundtables with CEOs, entrepreneurs and executives. On a couple of occasions I’ve had two senior leaders wax lyrical about their corporate culture.
Corporate culture might be an over-used terms these days, but what it really boils down to is what behaviours staff undertake when no-one is watching.