Time management has an inherent focus of ‘are we spending our time on the right tasks?’ For example it encourages us to ask questions like, ‘Is this task aligned to our goals?’ ‘Is it simply urgent but not important and therefore not worthy of my time? This is great advice, however our recent research showed that we have to add another layer to time management.
Recently I was in discussion with a company about running a long term culture change program. They had just got their engagement survey results back and saw a big drop in engagement. When they investigated the cause it was traced back to some poor behaviours from a senior leader. The reality is that the Exec team and HR had no idea it happened and thus did nothing to address it. However the fall out of the behaviour spread like a virus through the organisation. The lesson I took away was getting feedback once a year is far far far too infrequent. So whats the solution? I came across a cool company that has created a great tool to help you keep a finger on the pulse of the organisation. Here is how they describe themselves "We're here to create happier teams and better leaders. Our mobile app provides real-time feedback into how teams are feeling, an open platform to discuss the results and an easy way to share as a group, no matter where you are”
Check them out www.jobvibe.me
Over the last year I have been running a leadership development program with a large government department. It was a challenging job as the department was going through a tremendous amount of change and had not done a lot of leadership development as they prided themselves on their technical expertise not their ability to lead people (most leaders had backgrounds in engineering and project management). However the program has been widely successful and in some divisions we have seen leadership ratings increase by 26 percent (this change was measured by internal engagement surveys).
When I was a volunteer for Camp Quality, dealing with grief comes with the territory. Camp were amazing at supporting us and each year they ran education for companions on how to not only support ourselves, but also the families dealing with cancer. One session was run by grief counsellor Mal McKissock. The guy is a genius and one thing he taught us was that sometimes when we try to comfort a grieving person they end up comforting us. For example, when people attempt to comfort a grieving person they say things like "I am sorry, I just don't know what to say”. The grieving person then tries to make the other person feel comfortable so they say "It's ok, I know it's hard to know what to say. I'm ok......,"
A day in the life of an HR professional is a roller coaster ride, it can be stressful, hugely demanding and at the same time incredibly rewarding. One thing
you can guarantee is that no one day is the same. One minute you can be dealing with a stressful dismissal and then suddenly you have to think strategically and make a decision that will deeply affect the business. In response to this pressure some HR professionals thrive, while others fall dramatically short.
The only universal characteristic that successful people share is having a mindset that struggle equals development. Superficial traits like charm and charisma are nothing compared to believing that if you are struggling with something you are getting better. In today’s society where everyone thinks it should be easy, what will make you stand out is persisting in the face of setback.
You only get one chance to make a first impression! This has been the catchy cry of many a self help book for, ..... well for ever. Some even get very technical and give you clear metrics to adhere to, "People make their minds up about you in 1/10 of a second so mae that time count". But psychology shows us that their is a simple and more powerful formula to winning people over.
A marketing department within a Univeristy were experiencing significant problems with engagement and culture within their teams. They had gone through significant amount of change and were finding it difficult to get the central team and the facility teams to work together. They engaged Dr Adam Fraser to design and run a program to improve the cohesiveness of the culture and improve the performance of the team.
Here is the full report.