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.
Many companies spend a lot of time coaching managers on how to give feedback but little time is spent on how to receive it! Dealing with negative feedback is never easy. It can make us feel defensive which can impair on how we use it effectively. Having a better feel for how we can (or even if and when) we should respond is just as important as understanding how to give it. Here are five empirically supported actions that can help with hearing critical feedback:
Don’t rush to react
Get more data
Think about “public relations”
Don’t be a martyr
Remember that change is not your only option
If you want more insights, take a look at Tacha Eurich’s article in HRB.
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?
Practice makes perfect. Who hasn’t been told that at some point in their life? But is it true?
I like Adam Grant’s take who believes that what separates the good from the great is the willingness to try new things. You may be successful the way you are, but regardless of whether you are a company or an individual if you follow the same thing, the same routine, the same strategy over and over again you are more or less standing still, it means you are not growing.
Especially today where our world is changing at an incredible speed we need to have the willingness to experiment. To experiment with what you already know, and to experiment beyond that.
“..I would love to see every individual, every group try at least one experiment every week. Whether that’s shifting the structure of your meetings, or rotating around the leader for that decision—you can make a long list of what kind of experiments might be relevant. But to me, that’s kind of the big lesson of organizational psychology: the people who are willing to try new things beat the ones who don’t.”
How can you break your silos of your own built routines and start to experiment?
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.
“One of the most important dimensions of job satisfaction is how you feel about your employer’s mission.” writes Robert H. Frank, an economics professor at Cornell University.
Values shape company behaviour. It is about how we treat employees, our customers, the type of products we build, the office environment we provide and much more. Most companies state values that usually always sound great, but actually are not shown in behaviours.
Some questions that leadership can ask themselves could be:
How do we live our values at this company?
What are stories and examples we can share that show how our values are put into practice?
When a department, team or individual does not stick to the company values are there consequences? And what would these look like?
How do we as leadership ensure that even when making difficult decision we can stay true to the company values?