For the past 3 years, I had the fortune to travel across Australia several times and back. I was able to speak to thousands of leaders about why and how to evolve themselves and their businesses to stay relevant in the hearts and minds of the people they choose to serve.
My goal was always to bring humanity back into the workplace. ensure leaders treated their employees as humans with goals, dreams and aspirations first, and employees second.
My desire is to create an evolution at work.
I should’ve worked harder to drive home the message that we are in our generations most uncertain of times, and that predictability is out the window.
I wish I’d inspired more of you to believe that these are the most exciting of times to be in business, because there is no opportunity in predictability, but there is plenty in uncertainty.
My commitment going forward to you is...
It’s time we looked at corporate values from a new perspective. Let’s push past the fact that still today, many businesses have values more for marketing purposes than actual decision-making filters that guide behavior. Yes, that’s a key purpose to VALUES, empowering your teams to make smarter decisions and understand how we want to think and behave as an organization, not just in words, but ACTION!
There are too many examples of organizations saying they value one thing, but then acting in a totally different manner. Values too often take place in an organization as PLATITUDESrather than ingrained organizational ATTITUDES (Habits of thinking).
A platitude is a flat, dull, or trite remark, especially one uttered as if it were fresh or profound
I’m already getting feisty.
Before we get deep into it, let’s just set the scene as to where values fit in the CULTURE FRAMEWORK.
We all know by now that people buy ...
Who remembers Camelot and its Knights of the Round Table?
These were the characters in the legend of King Arthur. These were the best knights in King Arthur's kingdom. They lived in King Arthur's castle, the famous Camelot.
Why were they were called the Knights of the Round Table? They sat at a special table in Camelot that was round instead of a typical rectangular table. The shape of the table was very significant. Most tables are rectangular, and have a place reserved for the "head of the table". This is the narrow part at the top, where the leader usually sits. However, utilizing this round table concept instead, meant that everyone who sat around it was deemed trustworthy and an equal.
Furthermore, in order to become a Knight of the Round Table, a knight had to prove they were chivalrous and trustworthy enough. The legend suggests that the knights swore to a Code of Chivalry. Much like a modern-day oath, they promised to uphold the...
It has become self-evident that AUTOMATION and ARTIFICIAL INTELLIGENCE will go a long way to driving efficiencies and increasing the ability to scale business. Yet this strikes fear into many employees...and leaders.
The question is...
Should we fear technology replacing humans in business or embrace it and empower humans for more meaningful work?
There are two schools of thought. Is technology allowing us to become Ironman, or are we allowing technology to become Terminators? Let's look at the difference...
Ironman fundamentally is just a suit of technology. Tony Stark is just a human, albeit a seemingly very clever one. When Tony embraces the suit and its technology (Jarvis), he is capable of extraordinary things. He is able to leverage technology to increase his capacity as a human. Technology empowers him to do critical thinking with more accessible data and allows him to make smarter and faster decisions for the greater good....
Perhaps it’s time to stop focusing on Employee Engagement in isolation? Yes, you read that right. It is symptomatic of a poor or average culture. Let’s focus on the cause, not the symptom.
Culture is made up of the three key drivers of PURPOSE, VALUES, and VISION. These are the things that are deeply valued in the cultural framework of your organization.
The critical part is the connection to the drivers of success for the business…and that is MISSION, the catalyst for the strategic and tactical framework of your business.
#PurposeDrives – Why does our business exist What problem are we passionate about solving in our world (and who for)?
#ValuesGuide – What is the unique thinking of our business that guides us to make smarter decisions in...
Pardon the pun, but the Australian Cricket Team took their eye off the ball. What should have been an easy dismissal for a duck, the concept of ball tampering was a decision by the Captain and his leadership team. Cricket Australia (http://www.cricketaustralia.com.au/about/mission-and-values) have a clear set of values posted on their website.
SPIRIT OF CRICKET - The laws of cricket clearly explain the expectations of how participants will behave on the field
Does it conflict with the laws of cricket on the field? YES
INTEGRITY - We are proactive in protecting cricket from threats
Will it create a potential threat to the game of cricket? YES
These are simple ways to apply your values to decision making. If done simply and correctly in the discussions, we wouldn't be in this position now.
Every conversation you have with your team should either start with the values, or bring the values into them" - A Clarism
Clearly they valued winning over everything...
I was watching a video by Ryan Etsis about finding happiness in pouring coffee (you can watch it below). It got me wondering about how do we see the work we do for others? Or more importantly at what level do we see the work, we do for others? Do we see it at the deepest level or only the surface?
What would our clients/customers experience be like, feel like if we went deeper in our understanding of their lives and the potential impact we can have on it through our work?
It reminded me of a situation with one of my clients. I was facilitating a strategic day for the contact centre of a large educational institution a couple of weeks back. We were talking about all the calls they handle and how they handle them in terms of the service they provide to potential new students.
I asked them who their typical 'new student' might be that they speak to on the phone. The answer was...
"An 18yo who wants to become a...