The latest research into the millennial workforce* shows business has some way to go to achieve its potential for positive social impact. More than three quarters of millennials believe business should be a force for good on issues such as economic and social progress, conflict, inequality and corruption but, according to the research, big business is only meeting these expectations for 59 per cent of under-35 year olds.
The survey also shows that, after a year of global instability, millennials are less likely to want to leave the security of their jobs than previously, providing a huge opportunity for employers to engage. With many millennials now emerging leaders, holding senior management positions and managing people and teams, they have the opportunity to effect change in the workplace with huge potential gains for business if this potential can be successfully realized. Read More
The personal behaviour of leaders impacts business results. We regularly ask workers around the world to recall someone who had a positive impact on their younger self. Our surveys show the common factor shared by those influential people is always a natural ability of emotional intelligence. It comes naturally to some but thankfully we can all develop emotional and social competencies through learning to coach.
Research shows that high emotional intelligence confers a significant performance advantage on managers. In fact, emotional intelligence is twice as important as cognitive ability in predicting outstanding performance. And studies show that emotional and social intelligence accounts for more than 85 per cent of “star performance” in top leaders (Daniel Goleman and Hay Group). Read More
The shift happening in the niche area of safety training is indicative of a shift happening in organizational cultures globally. Everyone would agree that we are living in an age where flatter organizations that encourage employee engagement, ownership and better flows of information are replacing the old top-down, hierarchical models. However, nowhere is this movement measured more precisely than in a safety environment where lives are actually on the line. What this sector has identified is that companies actually need to move from hierarchy to a flatter structure in order to save lives. This lesson can be applied to all companies that wish to improve performance.
Safety training and procedures in the workplace have traditionally been concerned with manuals, instructions and standard operating procedures, marshals and tests to ensure that procedures are followed at all costs. However, in the last few years, we have been working with clients to move from this traditional notion of safety training: moving from instruction to empowering employees to take responsibility for their own actions. This might seem counter-intuitive, as our instinct is to feel protected by rules and safety procedures that are ‘cast in stone’. You might ask: “How can moving away from a top-down, rules-based culture save human lives?” Read More
Performance reviews: just the words can fill us with dread, whether manager or team member. We surveyed 150 people last week on the words that sprung to mind, and they included “difficult conversations”, “delivering bad news”, “time-consuming”, “negative”, “hard”. But we see performance reviews as a real opportunity to have positive discussions – and we would like to share a few pointers to help you sail through them this year. Read More
This month the team launched our Level 1 Coaching for Performance public workshop in Bucharest and in Bogota. The two-day training in Romania was run in association with our friends at the Centre for Effective Coaching, with our Director of Coaching and Leadership, Tiffany Gaskell, opening the session via video link. For me, it was an exciting chance to return to my home country and share our vision for how companies can become great by enabling their employees to excel and add substance and meaning to their lives by fostering a truly supportive, energized working environment. Read More
What leader qualities do we ask of a 21st century CEO? The Harvard Business Review (HBR) has just issued an article entitled ‘What Leadership Looks Like in Different Cultures’. The article, authored by Tomas Chamorro-Premuzic and Michael Sanger, considers what makes a great leader and focuses on how cultures react to different leadership styles: for example, passive-aggressive leaders are more widely accepted in Indonesia and Malaysia.
With all of the differences, are there similar traits that are desirable? Read More
The saying goes that behind every great man is a great woman. But research into group intelligence shows that teams perform best if they contain a high number of women. Why? Because women tend to make links, build relationships, encourage quieter team members to contribute, maximize group resources and search for synergies. Read More
Executives generally overestimate their effectiveness as motivators and leaders. But what engages employees with their managers and their work? Great managers, according to a Gallup poll. The poll finds that great managers “create environments where employees take responsibility for their own – and their team’s – engagement and build workplaces that are engines of productivity and profitability”. Read More
Glassdoor’s annual list of top workplaces – which is the result of anonymous employee reviews alone – has been released and makes for interesting reading. One of a number of workplace rankings, this survey canvassed employees on a number of areas including compensation, benefits, career opportunities, work–life balance and support structures. Read More
Generation Y has spoken: millennials value companies that behave in an ethical manner, contribute to society and provide training, support and leadership skills. These findings – from the 2016 Deloitte Millennial Survey – focus on younger employees but we have seen a shift towards the same ideas throughout organizations. Read More