Diversity is key for a company’s success. But it requires true leadership commitment beyond superficial words or platitudes. Leaders need to build a case for change and address the deep-rooted cultural and organizational issues that those groups face in their day-to-day work experience if they want to achieve corporate diversity and inclusion.
Here is an interesting read from BCG on how to fix the flawed approach to diversity.
Working with many companies over the last couple of years, one of the biggest challenges often is to get teams to work across the organizational boundaries. Often the main part of the problem is that we expect collaboration to occur in networks of relationships that do not mirror that of the formal reporting structures. Collaboration needs to be managed by leadership with a focus on setting up informal networks. This article from Harvard Business Review provides some good, pragmatic approaches.
When your employees can use their natural talents in their job, they can bring a positive presence to their work and can make a positive impact on the organization. So what are some questions you as a manager can ask to gage what these talents are to then help best shape their roles and responsibilities? Here are some valuable ones from Gallup
What do you know you can do well but haven’t done yet?
What sorts of activities do you finish and think, “I can’t wait to do that again”? Or what are you doing — inside or outside work — when you’re truly enjoying yourself?
What have you done well that you didn’t need someone to explain how to do?
What have other people told you you’re great at doing?
What activities are you doing when you are unaware of time passing?
I came across this nice picture the other day, showing us the many reasons against change. But my questions back would be “what is the risk of not changing?”.
Take some time today to reflect on what is stopping your company from making the needed changes.
The World Economic Forum is Davos is always exciting. While economic and political elites are discussing what should be on the business and government agenda for 2018, the global communications community looks towards the results of the annual Edelman Trust Barometer.
Now in its 18th year, the barometer, which surveyed more than 33,000 adults across 28 countries, showed a big drop in trust. As a professional communicator my main takeaway is the increased trust in CEOs (first year in a long time!) and the decreased trust in “a person like you”. The latter is pretty big news, seeing as peer-to-peer communications had been the most trusted form of communication in recent years. Maybe we have realized we are living too much in echo chambers.
Social media companies have also lost trust, with 70% of respondents agreeing that they do not do enough to prevent unethical behaviors. With more than 30% of those surveyed believing that social media is not good for society it will be interesting where this opinion takes us and if the big tech companies will start to do some rethinking about their responsibilities to society.
It seems business is now expected to be an agent of change. Nearly two-thirds say that they would like CEOs to take the lead on policy change instead of waiting for government. As Edelman says: “There are new expectations of corporate leaders. Nearly 7 in 10 respondents say that building trust is the No. 1 job for CEOs, ahead of high-quality products and services.”
What’s the reality in your company? Have you noticed a decline in peer-to-peer communication? How can we tackle disinformation within companies? And what can communicators do to empower CEOs to become agents of change in today’s society?
Gender doesn’t matter, talent does. And when you know that between 2014 and 2016, only 15% of workers in Germany were engaged at work then it is more than urgent to take a look at the management culture and to not just hire for experience or skills but for the talent to truly work with and inspire people.
The digital revolution has long begun. And many companies are taking the first steps into their digital transformation. Everybody is talking about digital. Topics like big data, automation of processes, robotics, AI dominate the conversation….but many seem to forget that this change is not only about technology. It is foremost about corporate culture, structure and, of course, leadership.
For a company to successfully change its structure and culture, leadership needs to step up to the plate to convince employees why the change is needed and walk them down the path. But here is the sticking point: change is emotionally charged. It can emote fear, insecurity but also acceptance and inspiration. And at the end of the day it is only the individual who will make the decision if s/he wants to change or not.
That is why for companies to evolve and grow in this digital revolution it is imperative that they have leaders that are doers, who can generate enthusiasm in their employees, who embrace change and see it as an opportunity not as a challenge. But unfortunately I still see too many leaders who are blocking change. And because they are the only ones who can truly drive change, it becomes more and more frustrating for those around them who are ready to jump into all the opportunities that the digital revolution has to offer. My recommendation? Weed out managers who prefer to remain in a comfort zone early.