Customer Service

Beating the Crisis of Ethics

Flavour of the past week has undoubtedly be the question of ethics. Editorial comments have abounded and most, if not all, the newsletters I have received have been on the subject. Of course this follows all the news about FIFA and “Septic Blatter,” as one newspaper cleverly identified its infamous head.

GoalsThese events seem to have evoked universal concern about a decline in moral standards and ethics, with many commentators evoking the fines being levied on the banks and financial services industry to support the argument. Yet you have to wonder how deep this concern really flows. After all, reports about corruption in FIFA have been circulating for years and been corroborated by journalistic investigations and exposés going back several years.

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Leadership and Popularity

Talent wars 000015991993XSmall“Leadership isn’t a popularity contest.” That was the headline of a newsletter I received this week. The opening paragraph went a little further. It stated, “Leadership isn’t a popularity contest … it’s about doing the RIGHT thing rather than the popular thing.”

What do you think – would you agree?

As I reflected on it, I came to the conclusion that the writer’s argument was contradictory and flawed.   

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Don’t let prejudice stifle innovation!

“You don’t achieve by yourself.” Wow! That statement by Ashley Banjo certainly struck a chord. (Sorry!) It simplified, and so brought a whole new light, to something I have said myself.

Ashley BanjoIf, like me, you have no idea of who Ashley Banjo is, let me share my enlightenment. He is the leader of the dance group, “Diversity” who were the 2009 winners of “Britain’s Got Talent.” I encountered Ashley earlier this week when he was a key “conversationalist” at a conference on people, innovation and conversation. I had seen his name on the promotional material and, quite frankly, had simply discounted him as someone to appeal to the younger members of the audience and/or to give the day more diversity. (Sorry again; I don’t seem to be able to avoid the puns today!) I certainly didn’t expect much from his session.

What a mistake! Out of a group of several high-calibre people with awe inspiring lifetime achievements, acclaim and recognition, his insights were the most inspiring of the day.

He described how he, at the age of nineteen, had been persuaded, against his own “better judgment”, to enter the contest. Accordingly he had approached the whole experience as a competition against themselves, aiming simply “to be the best they could possibly be.” This was perhaps just as well, because they soon found they were up against Susan Boyle, and really thought (along with half the country) that they had no chance of winning. Consequently it was a real surprise when Diversity were announced the winners.

But the story doesn’t end there. Six years later Diversity is still going strong. They have repeated their prize of appearing at the Royal Command Performance three times, and here is Ashley, still only 26 years old, but regularly addressing large business audiences. And inspiring them as he talks about messing up (failure) being an inevitable part of success. How many of us have dropped a dance partner in front of the Prime Minister and elite guests at 10 Downing Street?

Ashley boldly states his ambition to keep choreographing and dancing for another 20 years and to “leave a legacy.” That makes him no different to any other self-respecting business executive. And Ashley uses that vision to shape the future. He doesn’t plan in detail, but he ensures everything the group does fits with that long term vision and that "his people" are comfortable with what they are doing. This allows them to travel internationally while still practising 6 hours every day, as well as doing other things, like the TV shows “Got to Dance” and “Ashley Banjo’s Secret Street Crew.”

This last programme arose from Ashley’s conviction that “anyone can dance” and that it is only people’s own beliefs that stop them. He took people – including wheel chair athletes – and proved that they could, simply by helping overcome these beliefs and the ensuing self-doubt.

That is why, for me the statement, “Dream; Believe; Achieve” as a summary of his philosophy was the most profound, and inspiring, takeaway of the day. Truly an impressive young man. (I wish I had been as articulate, aware and self-confident when I was 26!)

But more than just an inspiring conversation, there were deep lessons here about prejudice with several examples of why it needs to be overcome.

  1. If I hadn’t let go my prejudices and listened to what Ashley had to say, I would never have learned what I did.
  2. If Ashley hadn’t listened to others and overcome his prejudice about “Britain’s Got Talent” being just a formulaic popularity contest, he would never have achieved a fraction of the things he has.
  3. If anybody can dance, then how many other prejudices prevent us fulfilling our potential?

So beware prejudice governing you and your actions. Even more importantly, ensure prejudice is not stifling your organisation. Make sure all your people have a clear vision of what you are trying to achieve and that they listen and help one another “to be the best they can be.” After all, isn’t that what personal fulfilment really is? And that is the best guarantee of organisational success.   


Bay Jordan

Bay is the founder and director of Zealise, a company created to help larger small to large business organisations to properly value their people and thereby inspire them to optimise their self-worth and so engage them that they 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.”

Do not lose the personal touch!

They say moving house is one of the most stressful experiences of life, apart from birth, death and marriage. I can certainly vouch for that having just been through the experience after seventeen years in the same home. But there were definitely some experiences that were better than others.

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How you may be undermining your own organisational success!

“Greatness is ultimately only extreme success.” Those words from my blog last week have stayed with me, perhaps because they make greatness less abstract and unattainable. Today I would like to explore this a little further.

Success is intrinsically the achievement of a purpose. This makes it naturally subjective. We all define it, strive for it and assess it differently, according to our own aspirations, abilities and actions. Thus, while any success can be great, you could say, at a higher level, that ‘greatness’ is more likely associated with an achievement of a purpose aspired to, or recognised by, many people. The more people that recognise the achievement the ‘greater’ it appears.

This is certainly true of organisational success. It reinforces Todd Duncan’s statement that “One is too small a number to achieve greatness.” After all an organisation is a collection of people, and thus, by definition, should define a common purpose for all the people who make up the organisation. Yet can you honestly say that everyone in your organisation is working for a common purpose?

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Dealing with Change: Present and Future Engagement

“Of course, no-one likes change” How often have you heard that? It is a statement that is so frequently made that you would think it is a universal truth. But is it? 

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Empowering Employees & Performance through Employee Ownership

Wouldn’t you love it if your employees thought and acted like partners in the business? If they brought the enterprise, energy and enthusiasm that ensured your success? Well that is effectively what employee engagement is and why you need it.

So, if you want your employees to be like that, to think and act as though they were partners, you need to treat them as partners.  And the best way to do that is to make them co-owners of the business. And you don’t have to just take my word for it.

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Why Valuing Employees Makes Sound Business Sense

They say you should never answer a question with a question. Yet, sometimes, there is no better way of providing an answer. You are likely familiar with the apocryphal story of the executive who asked, “What if I train my employees and they just leave?” And, who apparently received the answer, “What if you don’t train them and they stay?”

What a classic riposte. Oh to have the same wisdom and wit! I increasingly feel that is the perfect way to answer a question I am often asked. So from now on when people ask me, “What happens when I value my employees?” I am going to respond by saying. “I don’t know! But what happens when you don’t?”

The great management paradox is that it is common for executives to say “Our people are our greatest asset!” Hell some might even sincerely mean it! Yet convention insists that we account for, manage and treat employees solely as costs. How then can you expect your employees to be engaged if the subliminal message they keep getting is that they don’t really matter?

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Powering Business Success: The Sustainable Model

In my last blog I shared how I would adapt John Spence’s business success formula, building on its fundamentally people-centric essence. I promised then that I would show you how you could put it into practice more easily. So now it is time for me to keep my promise and do just that.

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What is HR anyway?

This week I attended a seminar entitled “HR Strategy and the Role of the HR Business Partner.” I was really looking forward to it and hoped to get a clearer insight into what an HR Business Partner was and what they did. What a disappointment!  

My key takeaways from the evening were:-

  • There was no clear identification of what the role entailed; it varies from organisation to organisation.
  • Results where business partners had been introduced were mixed and generally the business response seemed to be unenthusiastic. There even seemed to be some doubt as to whether the concept would last.
  • Even the case studies illustrated that significant communication problems persisted.    

The elephant in the room was gap between “business” expectations of HR and how they saw the role and how HR saw their own role. This was specifically identified and yet no effort was made to address it or to identify how or what was being done to close the gap. Surely that has to be a primary function of HR partners? Perhaps, therefore, it was hardly surprising that the discussion revolved around generalities. The speakers talked about “strategies”, “measurements” and “the need to understand the business”, without giving any tangible examples of what they meant or how they were really adding value.

Consequently my lasting impression from the evening was that, “Nobody, including HR themselves, actually knows what HR is or what it stands for.” All HR professionals think what they do is important. Yet they seem to be incapable of proving it. If they did that gap would not exist. It is entirely of their own making.

To say this is ironic is the understatement of the year. But the irony is magnificently magnified by the fact that it is so unnecessary: the role of HR should be obvious to everyone. Let me explain why.

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