Mansy heard through the grapevine some interesting information about “Boss”. He is discussing it with his colleagues. When Femsy enters the room, Mansy invites her into the office gossip. Femsy “neutralizes” the situation.
The confidence and clarity I had in my business idea had plummeted whilst on holiday in Scotland and I got back feeling just awful.
RIGHT. This mess needed sorting out. I wanted to get back to the basic concept and start afresh. I’m sitting at desk. The house is empty. OK.
The emphasis had always centred on creating a better understanding of ‘context’ so that Managers can better engage with their teams.
It was about capturing perspectives to get that understanding – listening to what the sponsor, team leader and team members find as important and why, what they think could be done differently, how positive and motivated they feel about things – and most importantly – WHY.
It was about better understanding the style of the team leader, and the values of the team members.
It was about real dialogue: teams and their leaders talking together, co-creating a shared understanding of the issues, possibilities, ideas and means – where they are aligned and where they could be more aligned and why
Then it was about achieving real outcomes – what the team could do differently to move forward together, be that in learning, communication, collaboration, relationships, changes to processes etc.
I was waking up in the mornings, visualising the way this ‘offering’ would work. A brand name popped up. Continue reading →
A week back, I had the pleasure of catching up with one of my friends who used to be one of the most demanding bosses I have had the privilege of working with. While giving each other personal updates, our discussion – as it always does – turned into reminiscing about the demanding yet fun environment that we had co-created with our entire employee base.
It was a fun environment, where the Power Distance Index (“PDI”, referencing Geert Hofstede) was very low across the organization, especially in the context of an emerging Asian operation market. In spite of the cordial relationships, everyone was crystal clear about the high performance standards and focused on bringing value to all stakeholders, especially the customers. Continue reading →
“I don’t mind living in a man’s world as long as I can be a woman in it.” – Marilyn Monroe
Women leaders need to learn to manage without injecting gender into it. We’re all different! Being different from men (or other women) isn’t something to change or hide. Get over the idea that men and women are complete opposites, that we can never be similar.
There are times in the business world when we (and I mean: men and women) should be competitive or confrontational and there are times when we should seek compromise, cooperation and listen to our emotions. Most situations call for a blend of all of the above and most men and women have the ability to be all of these things. Continue reading →
Boss compliments Femsy with her excellent presentation at the management meeting. She responds by saying: “I really did not do much at all. Billy gave me the numbers and Betsy did most of the analysis”.
Today’s ‘always on’ workplace culture can take a heavy toll on us. Many of us are expected to be on call 24/7 to respond to any query. We are under constant pressure and overloaded with nonstop streams of information. We are simply working more, and harder, rather than smarter.
All of this has a major impact on our well-being. Switching off and resting is a key means of managing stress whatever your profession. However, it’s not always a simple matter of pushing the “off” button.
It is vital that leaders:
lead by example,
signal what realistic work expectations are,
support staff who are showing signs of burn out and
create a culture that actively helps people manage their time effectively.
It won’t happen bottom up; too many employees are frightened to set limits for themselves.