Have you ever heard of The People Paradox? I hadn’t either, although I was well aware of Lord Acton’s famous quote that, “Power corrupts and absolute power corrupts absolutely.” Well, apparently that’s not just a bon mot: power does corrupt. Certainly according to research cited in the HBR.
Last week I wrote about The Golden and Platinum Rules in the context of Customer Experience. Today I want to discuss them in the broader context of human relations before, once again, narrowing the perspective and looking specifically at their role in the workplace. But, first let’s ensure a common starting point.
I have recently noticed a spate of material on the subject of worker cooperatives. The most interesting was the Forbes article “For Some, Worker Cooperatives Emerge As An Alternative To ESOPs” which made me wonder if worker cooperatives were a new trend. If so, it certainly provides food for thought.
The article suggests that worker cooperatives are a result of changing demographics and a means of addressing the disruptive effects of generational change. Perhaps, but their providing a solution for only “some” implies that ESOPs (Employee Share Ownership Programmes) are the only other option. While history certainly entitles both to be options, being the only two suggests rather limited thinking. After all, both have their shortcomings, which – at the very least – warrants exploring other possibilities.
Like millions of people all around the world, I have been enjoying the spectacle of the Olympic Games. Watching top performers at the peak of their abilities is always good but the Olympics are special. They offer a unique combination of competition and camaraderie that creates a WOW! that uplifts athlete and spectator alike.
There can be no doubt about the intensity of the competition. Every athlete is striving to stretch beyond anything they have ever achieved before and prepared to endure massive physical discomfort in the process, which is what makes it such compelling viewing. Nevertheless, the competition somehow still, ultimately, seems to become secondary. Goodwill and good sportsmanship is manifested in a way it isn’t in any other sporting arena.
As someone who aims to be an effective organisational leader, do your ever wonder why you have a performance related pay/incentive remuneration scheme? Certainly, if you are one of the nearly 15 million people who have watched "The Surprising Truth About What Motivates Us" that is a question you ought to have been asking yourself. Or is it something you haven’t dared asked yourself, simply because performance related pay is virtually ubiquitous? When nearly every organisation – regardless of type or nature of business – has such a scheme, you would be bucking the trend and possibly damaging your employer brand if you didn’t.
If that is the case there are still a number of criteria that you should be looking at to ensure that you have performance measures and remuneration and reward structures that optimise organisational performance. When it comes to effective performance measures and rewards you naturally need to ask yourself 3 questions.
With 3 in 10 jobs in the US held by the self-employed and their sub-contractors there is no doubt that the workplace is changing. (Source) It is hardly surprising then that 2 out of 5 (40%) of people around the world believe that traditional employment “won’t be around in the future.” Thus the most recent issue of Management Today with its feature section on “The Future of Work” makes for interesting reading.
Some of the key points it makes warrant highlighting and further comment.
“It's happening. In the last three weeks alone, Foxconn announced it will replace 60,000 factory workers with robots, a former CEO of McDonald’s said given rising wages, the same would happen throughout their franchises, Walmart announced plans to start testing drones in its warehouses, and Elon Musk predicted fully autonomous car technology would arrive within two years.
Whether it's worker displacement, the skills gap, youth unemployment, or socio-economic stratification, the impact on society will be staggering. I’ve said it on multiple occasions and believe it even more so every day: creating economic opportunity will be the defining issue of our time.”
Those are the words of Jeff Weiner, CEO of LinkedIn, taken from his publication of his email to all LinkedIn employees announcing the company’s acquisition by Microsoft. Like Weiner, I am concerned about the proliferation of artificial intelligence (AI) and its implications. Thus I am delighted by his recognition of the phenomenon and its impact. It is undoubtedly the defining issue of our time, not only because of the need to create economic opportunity but because of the dangers inherent in failing to do so effectively.
What are executives’ major concerns these days? I was grateful to get a fresh insight recently when I obtained a copy of the Deloitte Global Human Capital Trends 2016 report. This gave me a wonderful opportunity to identify the trends and ascertain:
- What are executive management’s most pressing concerns?
- To what extent my ‘Every Individual Matters’ model meets those concerns?
And I am happy to report that the answers were extremely satisfying. The trends are a clear barometer of the way that organisations are changing. There was nothing surprising about them or the concerns that are driving them. They are clearly long-term changes and, as such, will reshape the organisation of the future. And my ‘Every Individual Matters’ Model goes a long way to addressing nearly all of them. Let me explain why I feel so positive about this.
“Work is love made visible.” What do those words of Kahlil Gibran’s say to you? I see them both as a constant source of inspiration - and a massive challenge!
They are an inspiration because, as Eric Gill so clearly put it, “That state is a state of slavery in which a man does what he likes to do in his spare time and in his working time that which is required of him.” When we don’t love what we are doing work is drudgery, and, because of the innate human desire to develop and grow and be useful, thus a form of slavery. Yet this is only a limited, single-faceted perspective. It addresses the personal side or what you might call our ‘love for work.’
Now look in the mirror and ask yourself “How much love do I have for my work?” If you are one of the majority of disengaged people the likelihood is that your answer is, “Not much!” And therein lies the challenge – turning that around.
That, however, is only the beginning. What about the workplace? You cannot love your work if you don’t love the environment and/or the people you are working with. And you cannot love them if you don’t feel loved yourself. That is what ‘love at work’ implies in its fullest sense and is where the real challenge comes in.
So let me give you an insight as to how you could meet, and beat, that challenge. The following diagram presents a practical recipe for creating an environment which will build, secure and sustain love at work.
It looks at things from both the individual and organisational perspective. Both need to have a sense of purpose in order to give meaning to their actions. When the purpose of both individual and organisation align you get greater engagement resulting in blue-chip people or, borrowing the term from the ratings industry, what I call a “Triple A Employee.” This creates a mutual satisfaction that enhances the individual’s sense of self-worth and their value to the organisation. In turn this inspires them to pursue their personal growth and development but as this is within the organisational context it maintains and sustains their personal fit within the organisation, enabling the organisation to better meet its changing environment whilst simultaneously helping them fulfill their own purpose. Thus you cement partnership between individual and organisation to create a mutually beneficial virtuous cycle.
The arrows, however, go both ways. This depicts the fact that each element not only leads to the next, but also flows back to the preceding one, acting as a reinforcement that strengthens both its power and the power of the whole cycle. For example personal growth also enhances the individual’s value which in turn makes them more of a ‘Triple A Employee.’
So there you have it; a recipe for creating ‘love at work’ that ensures the synergistic partnership of employer and employee and their sustainable mutual success.
Contact me today for a free 30 minute conversation about how my ‘Every Individual Matters’ Model can help you create an organisational culture of ‘Love at Work’ that embraces change and transforms – and sustains – organisational performance.
Bay is the founder and director of Zealise, and the creator of the ‘Every Individual Matters’ organisational culture model that helps transform organisational performance and bottom-line results. Bay is also the author of several books, including “Lean Organisations Need FAT People” and “The 7 Deadly Toxins of Employee Engagement” and, more recently, The Democracy Delusion: How to Restore True Democracy and Stop Being Duped.
You might be surprised. I was. I had come to accept the idea that people quit their jobs primarily because of bad bosses. Yet, according to a recent report in Harvard Business Review, this appears questionable. As a result I found myself wondering why I had been lulled into such lazy conformity.
We all intuitively know that there are any number of reasons why people switch jobs, varying from such things as more money or a promotion (better status), to a new location or simply an easier commute offering more family time. This is simply evidence of that. That is why I am not sure I agree with my friend Alex Kjerulf when he says it is too soon to draw the conclusion that “leadership does not get retention.”
That is not to say that leadership is not a factor in retention. Certainly the fact that you do not like or get on with your boss will make a decision to leave more likely, but whether it is a primary motivator or not is debatable. Let me explain.