What Sam Learned in Antarctica
If you ever get the chance to go somewhere exciting, I say go for it! Apart from the great memories, you’ll be able to learn from that experience for many years afterwards.
If you ever get the chance to go somewhere exciting, I say go for it! Apart from the great memories, you’ll be able to learn from that experience for many years afterwards.
Being focused on the impact of your work on others helps you to do that work much more effectively.
Don’t make the mistake of slapping a bandaid on people who are struggling with stress. The real work is in implementing a systemic solution to a systemic problem.
If there is not a common understanding of what everyone needs to be doing, then you cannot expect everyone to be working towards common goals.
In linking customer demand to your organisation’s structural and role design, you’ll be better able to serve your customers while supporting your workforce to undertake meaningful, appreciated work.
This is not about placating people or generating warm and fuzzy feelings. Explicitly and implicitly recognising the value of support staff and their work is crucial to well-functioning organisations.
Mutuality, respect, and a recognition that everyone has value need to be borne out in how you organise work. I promise you that people are keenly aware when this is not borne not.
Having the resources, enthusiasm, and expertise isn’t enough. These need to be organised to support your organisational outcomes, not organised around narrow functional inputs reliant on individuals.
We can become fixated with the idea of having work to do. Sometimes we do this at the expense of the right work. What, then, is the right work?
Rather than having it just sit in a report, how do you leverage performance measurement to make it meaningful and felt?
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