It’s OK to be Normal!

Business From Courageous Success Growth Inspiration

It was an ironic twist for Theresa May, the week after the ’17 UK general election, the Museum of Failures opened in Sweden and received global press attention.

Exhibiting such things as the Bic pen for women and coffee flavoured Coca Cola (yuk!), the museum has the strap line ”Learning is the only way to turn failure into success’’, showcasing failure and celebrating it as a key ingredient to innovation.  Speaking to the BBC the museum’s founder, Samuel West, said that many major brands were just not willing to contribute, showing just how difficult it can be to admit failure.  Has this now become a cultural norm?  From Facebook and Instagram showing only the ‘best’ of people’s lives, the airbrushing of imperfections in photos, to schools and colleges removing winners and losers from sporting events – all creating a new ‘perfect’ normal, where mistakes are seen as weaknesses to be hidden and never spoken about.

However there is change on the horizon, Samuel West, the founder, also talked about his teenage daughter taking the Museum of Failure stickers to school, where they were becoming popular and being adopted as badges to be worn with pride.  His daughters’ friends’ identifying that failure is normal, honest and human.

According to a Harvard Business Review study: ‘’When leaders are true to themselves and admit mistakes or failures it gives others permission to do the same, changing the norms of the workplace.’’  The benefits are reported as: significantly higher job satisfaction and engagement, greater happiness at work, stronger sense of community, more inspiration and lower job stress. The more people share of themselves with others, the better the workplace experience.  Spending less time and energy on self-monitoring freed up more time and energy for the task at hand.

In practice this means; not following the crowd, not being self-conscious and bringing the real you into work – being the same you in work as out of work.

Showing that you are human,

normal and vulnerable – like we all are. 

 

As Julie Hilton, our Head of iAM Global, said the same week: ”it’s time to let rip!”
Ways to humanise and normalise your workplace.
  • When was the last time that you openly admitted to a mistake?  Do your co-workers or team feel able to freely admit mistakes and ask for help?  Make the change so this honesty becomes normal.
  • Do you always try and present the perfect you?  Get over yourself – it’s a façade. Being authentic is accepting the real you – warts and all.  
  • Be honest about your weaknesses and view them as opportunities to look outside of yourself.  Find the strengths in others.
  • Stop seeking approval – be honest and say what you really think. Stop trying – just be.
  • Are you often judgemental about others? This can stop you valuing those around you.  Turn off your critical voice, really listen and be open to others.
  • Be led by your heart and not your mind, trust those hunches and go with your intuition. 
What will you put into the museum of failure?

Is Your Political Diplomacy Holding Your Business Back?

Business From Courageous Success Inspiration

In the run up to the UK 2017 general election, commentators described political leaders as being robotic, too ready to back down, dodging the key issues and lacking in boldness and conviction.

Couple this with the rise in political u-turns made by all parties on announced policies which are then ‘seen’ as unpopular, is this need to be popular, to please all, leading to a lack of courage by those in power to make the tough, brave decisions needed?

Love him or hate him, maybe one of the reasons Trump won the US election was his courting of controversy throughout his campaign. Being seen as a leader prepared to rock the boat, to have clear, if controversial, conviction?

Are you prepared to have opinions and share them?

Similarities can be seen in business, potentially allowing the ordinary and low risk to be the norm, rather than the high risk and extra-ordinary, leading to lack of vision and creativity.

Are you holding your business back?  (ooh controversial!)

Harvard Business Review often share that ”decisiveness is one of the most vital success attributes for leaders in every position in every industry, but few understand where it comes from or how to find more of it”.

What can stop us all taking bold decisions?

Over collaboration – the need to get everyone on board creating decisions by committee.

Wanting harmony – the need to keep everyone happy.

Couple the above with the fact that many of us doubt ourselves, feel that we’re not ‘good enough’ and cultivate a fear of upsetting others and being unpopular.

All this affects the speed and efficacy of decisions in business.

Do you let decisions drag on and eventually become diluted and lesser compromises?

NYU studies have found that when contemplating a decision virtually all will temporarily exhibit the same personality traits – neuroticism, low sense of control and pessimism – all linked to indecisiveness.  However, as soon as we make the decision and create the steps to execute it, our brains automatically switch gear to feel confident, capable and in control. 

What are your opinions on your world and are you sharing them? 

Are you the reason for your staff turnover?

Business From Courageous Success

One in four people are looking for new roles in 2017, (according to Investors in People’s annual ‘Job Exodus Trends’ report) with a massive 42% citing their boss as causing them to be unhappy in their job.

This statistic shows the big impact that managers have on employee happiness, well-being and engagement.
Paul Devoy, Head of Investors in People, comments: ”This sends a clear message to British business to invest in your people or risk losing them.”

Gallup in recent reports cite that ”a disturbingly high percentage of managers around the world are not meeting the needs of their employees. Actively disengaged employees (24%) outnumber engaged employees (13%) by nearly 2-to-1,  implying that at the global level, work is more often a source of frustration than fulfillment.”   Companies with low engagement are less productive, less profitable and less likely to be loyal.  Low loyalty creates staff turnover, which according to Gallup  ”can cost businesses approximately 1.5 times the annual salary of every person who quits.”

Is managing people that difficult?  Or are many of us making it that way?

Many managers are often really good at doing the management ‘tasks’: business processes or imperatives, but neglect the ‘being’ of a manager, which requires a wider people perspective, really tuning into others, listening and being authentic.    

How many of us can cite a person that has inspired us in our lives?  When people really believe in us it can create a magical spark that can ignite a change in us that shifts something fundamental – a life changing impact.
If you are a manager of people when was the last time you looked at the people in your team and totally saw the best in them – when they couldn’t see it in themselves.  Being more conscious of how you manage others can create life changing management.
Ask yourself –  would you enjoy working with you?  

Our top tips for being a Life Changing Manager – and to keep your people!

  • Life changing managers care, and they mean it.  Bring friendship to your relationships.
  • Be egoless.  Formality, distance, hierarchy and the use of bossy status remove the power to change lives as a manager.
  • Be the same person at work with your team as at home.  We want to work for people we like.
  • You already are inspiring, don’t feel that you need to change to be a manager, be yourself.
  • Clarity is key.  Most of us are not clear on our role. Don’t be afraid to define responsibilities and ask for what is needed.
  • Listen and ask questions rather than telling your team what to do.  How would you get your best friend to achieve something?  Do the same.
  • Treat as you’d like to be treated and better.  Have boundaries on behaviour and demonstrate empathy in how you give feedback and challenge.
  • Build belief in others.  See the best in them when they can’t see it in themselves. 
  • Be resilient.  This is not about you.  It’s about others feeling great about themselves and loving their work and working with you.  Be the spotlight highlighting what’s great in and for your team.
  • Enjoy it.  Love the connections and time together.  Don’t conform to traditional status.

 

Be the reason your team stay.

The Future of Work is Human

Business From Courageous Success Inspiration

The recent CIPD Absence Management Report  (2016) highlights stress as still being the top reason for long-term absence at work and the second most common reason for short term absence.  The main causes of stress are cited in the report as volume of work at 55%, and a staggering 32% being caused by management style.
In business today we are still getting human relationships, communication and the management of others wrong and costing ourselves money and lost productivity.
Peter Cheese (CEO of CIPD) in a recent talk entitled ‘The Future of work is Human’ highlighted the trends that business needs to address to be successful in the future – reducing stress at work, how engagement levels are ‘languishing’ (Gallup measure Worldwide active engagement at a staggeringly low 13%) and the need to improve this by maximising human potential, enabling people to do the best they can – make work more meaningful and purposeful for those employed.   He cites lack of trust as an issue for society as a whole (think banking crisis, current view of politicians) and how this can also be a barrier to engagement at work and business success.    The HBR Quality of Life @ Work study, backs this up finding that ”how much trust and safety employees experience correlates to how respected they feel by their leaders. Employees who felt that their leaders treated them with respect were 63% more satisfied with their jobs, 55% more engaged, 58% more focused, and 110% more likely to stay with their organization.”
When Gallup measures engagement at work – the impact of managers makes up 70% of the variance.
The Great Place to Work Institute produces the “100 Best Companies to Work For” and trust comprises two-thirds of the criteria they use, their research shows that –

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”..trust between managers and employees is the primary defining characteristic of the very best workplaces.”

 

 

So, some companies Worldwide are getting it right – what’s happening in the ones that are getting it wrong?

All too often at work we worry about what people think of us, are busy trying to fit in and do and say the ‘right’ thing:  we become masked trying to be the person we think we should be, to be ‘good enough’ – this leads to lack of authenticity, creates conformity, and hinders real communication and genuine relationships.
Leaders and managers tend to have a transactional perspective – seeing the tasks rather than the person involved.  This is compounded by old methods of training focusing on ways of doing, using an ‘outside in’ approach – ‘do it this way’, rather than an ‘inside out approach’ which respects the individual – engaging their values, promoting their strengths and building confidence.   The old fashioned ‘outside in’ approach results in conformity, failure to challenge the status quo and bad behaviours which can add to workplace stress.     In simple terms – if you feel you can’t be who you really are at work – you will experience stress.

Managers and leaders need to look beyond the task to the person, and create an environment of trust and respect – a more human approach.   We all need to take more responsibility for our impact on others and make it more positive, keep our power, manage our emotional response and get rid of that blame culture.

We all need to sign up to a new way of doing things – Business The New Way. 

This is about bringing the real us to work:  being honest, no pretence, truly being yourself, and letting others be the same.   Authenticity builds trust.
Let go of that mask you wear at work to look competent and appear how you think you ‘should’ – stop being that person you think others want to see.
Be aware of your impact on others – manage your emotional response.

BTNW 2

Look at the measures above and score out of 10 to see how you and your business measures up.
Make a note of the scores that you’d like to improve the most.
Think about what could be stopping you showing these behaviours and consider what actions you could take to improve the scores.

We can help you humanise your workplace.
Through cultural review, workshops and 1:1’s, using our iAM tool to reveal values, we can bring out the goodness and human potential in everyone.  If people bring the best of themselves to work every day – they will naturally transform behaviour with extraordinary impact.  Ditch the old ‘outside in’ approach to people development that never seems to stick and do Business The New Way.  Change starts with one person, one business at a time.
Can you afford to be left behind?

Do you act as Judge & Jury?

Business From Courageous Success Growth

We’ve all heard about the two minute rule – that most of us,  when interviewing,  decide about a candidate within two minutes of meeting them.

It now appears that the two minute rule of judgement is an over estimation, research on how our brains make decisions about trust has shown that decisions about whether we trust people or not is made by our brains before we are even consciously aware of a face!  Reported in The Journal of Neuroscience the research by New York University was conducted by flashing images of faces to volunteers for only milliseconds whilst their brain activity was being monitored –  specifically activity in the amygdala, a region of the brain that plays a key role in decision making and emotional behaviour.  This study pinpoints exactly when the brain renders it’s judgement about trustworthiness and it’s frighteningly quick.   “Our findings suggest that the brain automatically responds to a face’s trustworthiness before it is even consciously perceived,”  Dr. Jonathan Freeman,  assistant professor of psychology at New York University and the study’s senior author,  “The results are consistent with an extensive body of research suggesting that we form spontaneous judgments of other people that can be largely outside awareness.”

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We know from our own research that most people cite a gap of 30% between their current performance and their potential – our habit of judging others contributes to this.

 

 

We can be closed to others before we even hear what they say.  It can stop us growing – being open to new ideas, experiences or people or stop us promoting the growth of others.    Our snap judgements cloud our ability to be objective, leading to managers hiring the mirror images of themselves (an office of clones anyone?) stops us seeing the value in difference and stifles diversity.  We are challenged to work with people who are not ‘just like us’.
It also stops us taking a kind approach to others when they say or do something that either triggers us or challenges our own view.  When we judge people we work with we can be blind to their true potential or possibilities, we can put them in a box and make up our own story about them that may not be true or could be unjust.

The good new is all our brains are elastic, we can learn new habits of thinking to create a more open mind and an ability to adapt and grow.
 

Tips for opening your mind.

  • Become conscious of your everyday running commentary on what is going on around you – how often are you being judgemental about others?
  • Consciously notice the differences you see or feel in a blink – learn how you filter the world around you.  If you don’t like your filters you can change them.
  • Create a habit of reacting to the ideas and opinions of others in a neutral way.
  • Learn to pause before reacting to something that challenges your view of the world – choose to respond in a positive way.

Lonely at work? Or do you create loneliness?

Business From Courageous Success Inspiration

We  often talk about teamwork, but do we talk about loneliness and how we can generate it at work,  which can cause isolation, a lack of teamwork and a ‘them and us’ culture?

Our clients consistently report ‘relationship with peer group’ as one of their lowest areas of effectiveness when they begin working with Courageous Success.  What is causing this and what are the impacts for teams and business culture?
Experience tells us, it’s not just peer group,  it appears that closeness to those we manage or lead is also a stretch,  with over 95% of us wanting to be better at building these relationships.  From our observations, many managers and leaders have a need to be formal and often have rampant control strategies.  Is it perceived lack of time that causes this?
I haven’t got time as a manager or leader, so I:

  • Lift my status – I must be seen as the authority.
  • Do it all myself – it’s quicker.

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These behaviours reduce collaboration and connection between teams and can make individuals feel out of the loop, isolated and lonely at work.

 

 

The easy answer is more time, isn’t it always?  But what is the price of not making time?

California State University and the Wharton School of Business surveyed 672 workers and concluded that loneliness at work has a “significant influence on employee work performance, both in direct tasks as well as effectiveness”.
In August 2014 Relate released a study suggesting that 42% of people do not have a friend at work.  The same study found that “we’re almost as likely to have daily contact with our colleagues (62%) as we have with our children (64%)”.  Gallup found in their Q12 survey, that having a friend at work has a very strong correlation with employee engagement.
So, togetherness is important and it affects our brains and therefore our work. 
Experts in the psychology and neuroscience of loneliness, Stephanie & John Cacioppo, from the University of Chicago,  found that lonely people’s brains differ from those of non-lonely people. Lonely brains are more alert to threats and the possibility of danger from strangers with the brain becoming more active in social situations. At Courageous Success we know that this makes those loneliest amongst us more defensive and more likely to pull back and retreat, a self-perpetuating cycle.  Throw in the odd dismissive comment, bitchy look or moment of reflective silence translated as judgement and a spin of self-harassment, doubt, and frustration can ensue. We try to hide it, but it will often be seen in our inability to control our emotional response.
The ‘should’s’ of work tell us that we should all be brilliant team players – but the majority of us actually aren’t – controversial but true!  So, what to do about it?

 

Top tips to reduce loneliness at work:

  • Ask for help at least once a day.  This may be an opinion, a prompt or an idea, but it’s a beginning.
  • Give your help to others.  We are all busy, make time to spend 10 minutes helping another.
  • Book team time.  You don’t have to climb a mountain or build a raft (a waste of time), but simply being together, working, planning and focusing on your relationships together will bring you closer as a team.
  • Talk and listen.  Step forward and lift your consciousness and level of interaction.
  • Make friends at work. Remembering that our colleagues are funny and real people, rather than just roles, humanises the workplace.
  • Take responsibility for your loneliness or your generation of it, and take action to make changes.

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How ignorant are you? Tuned in or tuned out to other people?

Business From Courageous Success Inspiration

Nowadays we’re all so tuned in,  with information coming at us at speed both at work and home, and many of us plugged in with ear-phones a lot of the time.  So we must all be really great listeners – right? 

But how much are we really tuned in to each other and does it matter?

Lots of studies into lack of engagement at work cite ‘not being listened to by managers or leaders’ as a key complaint of workers across business. Gallup research shows that 70% of all US employees are not engaged at work.
Most of what we learn is by listening. Ram Charan, co-author of Boards that Lead, found that one in four corporate leaders has a listening deficit, which in his view  ”can paralyse cross-unit collaboration, sink careers, and if it’s the CEO with the deficit, derail the company.”
Gallup in their regular employee engagement research find that  ”meaningful exchanges between managers and employees boost the bottom line.”
Listening shows you care. Sounds a bit soft for business?
We all talk about the importance of employee engagement and business spends a lot of time & money measuring it – but it simply boils down to an employee feeling that they matter, can contribute and are valued by the business they work for.  Don’t we all want to feel that we’ve been listened to?
Gallup has identified caring as a key element of great managing, leading to engaged employees –  ”engaged workers are capable of exceptional performance, … managers who successfully engage employees ….are vital to their organizations’ success.’’

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From our own research we know that 80% of our clients have a personal value around kindness.
”People who said leaders treated them with respect were 55% more engaged.”  Christine Porath US Professor in a study of civility at work.
It’s often said that if a leader doesn’t listen their team stops talking & contributing.

According to Forbes, GE, renowned for building leaders, have placed “humble listening” among the top four desirable characteristics in its leaders.

So listening in business does matter – but are we any good at it?
We spend a lot of our time listening,  according to research out of all the time we spend communicating we spend the most time listening – 15% more time than speaking,  but we only retain about half of what we’ve been told.
From research there are some typical barriers to great listening that affect us all:
The average person talks at a rate of about 125 – 175 words per minute, while we can listen at a rate of up to 450 words per minute (Carver, Johnson, & Friedman, 1970).  So we have lots of spare brain capacity while listening to do other things such as:  becoming distracted, daydreaming or thinking about something else.
We may lack interest in the speaker’s subject and a really common one – we’re too busy thinking about what we want to say next or how we can solve this issue or give our view whilst a person is talking to us.
We all process information through our own emotional filters – this can stop us listening, say if we disagree or feel we have a better idea, or don’t like the speaker.
If no-one is listening there is no communication.

The good news is – we can all become better listeners, listen actively to really hear what the other person is saying.

Here are our top tips on how to do it:

Make the time
It’s up to you to want to change and engage with others in a more meaningful way – and making more time for listening is a simple change.

Be present
Stop what you are doing, stop looking at your phone, screen and take your hands off your keyboard. Pay attention to the person who is talking to you, look at them – make eye contact..  Stop your mind wandering by repeating the words being said in your head.

Respond
Show you are listening by using nonverbal language such as a nod or smile. Provide feedback such as reflecting back what you have heard or ask questions.

Be self-aware
Monitor how you are feeling and therefore what you could be communicating in a non-verbal way ie ‘emotional leakage’ be conscious of your body language and facial expression.
Ask questions for understanding.

Remain open-minded
Be conscious of your own filters, don’t interrupt or assume you understand – let the person finish what they are saying then answer with respect.

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Practise this everyday to move your listening from passive to active and start communicating.

Who Are You?

Business From Courageous Success Inspiration

Are you being the best version of you?

In our latest research 88% agreed that “I have times when I doubt myself”.  79% agreed that they’d use words like doubter, worrier, over thinking and lacking confidence when describing themselves.   This is what we are telling ourselves – this is not who we are.  None of us were born with these words written on our heart – this is how we have learnt to be, what we have told ourselves we should be – to enable us to fit in to the world around us, to be liked and be successful.
What truly represents each of us is our heart-based values – who we really are, the us that never changes, our natural gifts – our potential.  The parts of us that we have often forgotten along the way as our heads have told us a different way of being. 

We all have experiences and influences that have contributed to our view of ourselves and how we react and fit into the world around us.  The list is endless –  school, peer group, teachers, siblings, that first drama audition, being picked (or not) for school sports teams, University, first job, first manager – amongst them there will always be those scary or challenging ones.  For everything the world throws at us we interpret these events and create our ‘success model’ (how we feel we should be and behave)  made up of beliefs – some positive, some not, habits and strategies that help us cope.   All of this noise in our heads takes us away from our natural selves, (our values) makes us feel uncomfortable, knocks our confidence and stops us being the best we can be.

Do you ever feel like you’re going to get found out? Do you worry what people think of you?  Ever put yourself down before anyone else can, or feel the need to always be ‘in control’?  Have you ever looked at what other people are doing, tried it and then wondered why it isn’t working?

You are not your teacher, the roles that you play. You are not the person your parents think you should be, or who you think you should be, you are not your story.

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Who were you before the world

told you who you should be?

 

 

 

To be the best you, you need to understand who you are.  Our best self is our real self – represented by our heart based values – our guiding principles.  We can be the best of ourselves when we live our lives aligned with our values.

Tips for finding out the real you:

  • Make a list of what makes you happy?  How can you include more of these things in your life?
  • What 5 positive things do you believe in?
  • When do you feel most energised?
  • What really irritates you and makes you cross? – the opposite of this is what is important to you.
  • Think about a time when you have been absolutely ‘in the zone’ and on top of your game, how would you describe your behaviour at that time?
  • Ask those close to you what they really like about you. Your nearest and dearest will be seeing the real you.
  • Write down 5 positive words that you would use to describe yourself when you are truly being you. 

Look at your answers, the themes you see are what’s important to you – your values. What actions can you take to bring these values into your life more and get back to being you?

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iAM Values reveal the very best of us.  Unlike other personality testing and psychometrics iAM Values splits out the transient and restrictive elements of our beliefs, habits, roles and strategies to reveal our heart based values – who we really are – the us that never changes – our natural gifts – our potential – our natural authenticity.

iAM Values deliver what’s missing in global L&D.
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To find out more about iAM Global  Using iAM under licence – contact juliehilton@courageoussuccess.com
Watch this space for more details over the next few weeks.

 

 

Brave, Bold, Ballsy and Authentic!

Business From Courageous Success Inspiration

‘75% of employees say that they want their co-workers to share more about their true selves.’
Harvard Business Review May ’16.

What do companies do to cultivate authenticity at work?  In our experience not a lot! Certainly not a lot that brings out real authenticity.
One way is to encourage authenticity in leaders.  Courageous Success clients rate their ability to use their natural strengths to maximise their performance as 88% – as a result of iAM (personal values profile) they truly understand themselves at heart, and report the positive impact on their leadership as 85%.
According to Harvard Business Review research this year,  authentic leaders are ‘genuine and honest, admit errors and stay true to what they believe in. When leaders are true to themselves and admit mistakes or failures it gives others permission to do the same, changing the norms of the workplace.’
The benefits are reported as significantly higher job satisfaction and engagement, greater happiness at work, stronger sense of community, more inspiration and lower job stress.  The more people share of themselves with others, the better the workplace experience.

In practise this means: not following the crowd, not being self-conscious and bringing the real you into work – being the same you in work as out of work.

For business, difference stimulates progress and innovation.

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So what makes you unique and different and what will you do today to put the real you at the centre of your influence and leadership?

Be brave, be bold, be ballsy and be your authentic self.  
Here are some personal challenges to help you:

  • Do you always try and present the perfect you?  Get over yourself – it’s a façade. Being authentic is accepting the real you – warts and all.  
  • Be honest about your weaknesses and view them as opportunities to look outside of yourself.  Find the strengths in others. Ask for help more.
  • Stop seeking approval – be honest and say what you really think. Stop trying – just be.
  • Are you often judgemental about others? This can stop you valuing those around you.  Turn off your critical voice, really listen and be open to others.
  • Be led by your heart and not your mind, trust those hunches and go with your intuition. 
  • When was the last time that you openly admitted to a mistake?  Do your co-workers or team feel able to freely admit mistakes and ask for help?  Make the change so this honesty becomes normal.
  •  If someone really knew the real you – what is it they would know about you? Be brave and share this with your co-workers or team.

Is selfish managers part of the productivity puzzle?

Business From Courageous Success Inspiration

The CIPD Employee Outlook report spring 2016 found that ”senior managers’ clarity of vision, treating employees with respect and confidence in senior managers’ ability has worsened.”

In the latest CIPD Leadership survey it reports –

  • Employees who rate their managers as selfish are more likely to be dissatisfied with their job (44%) and are less likely to be motivated by the organisation’s core purpose (41%) compared with those employees who did not agree that their manager was selfish.
  • Motivated/satisfied employees cite the quality of relationship with their manager.
  • Employees expect their leader to care for them as a person.
Do you know what impact you have on others at work – what would/do they say about you when you’re not there?
power strategiesGrumpy?
Aggressive?
Nasty?
Unreasonable?
Selfish?
OR
I love my staff, boss mugs shutterstock_153701036 (2)Inspiring?
Kind?
Thoughtful?
Supportive?

The shadow you cast and your foot print should be based on your values, who you really are at heart and shown everywhere (work and home) not a concocted persona in response to pressure, stress or how I ‘should’ be at work.

Our research shows that most people have at least one value that indicates their caring self, their people side or humanistic elements, so it is interesting that we don’t always use this at work.  How many leaders leave their care at the entrance to their workplace and pick it up again on the way out?

In the UK as the vote to remain or leave the EU gets ever closer the impact on the economy is a big talking point.   It’s a fascinating time, and a time when country comparisons are exposed.

”It takes a worker in the UK 5 days to produce what his or her counterparts in Germany can deliver in 4.” This was Sajid Javid last year launching a government initiative to improve UK productivity.

This week ‘The Engineer’ magazine asked the MD of Siemens what he thought business can do to boost productivity.  Brian Holliday said: ‘’Key productivity levers for companies large and small include investment in people, process and technology.’’ He puts people first.

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”People don’t work for a business
they work for a human and
people leave managers, not companies.”
Victor Lipman.

 

What is your impact on others at work?