Recently I’ve had the opportunity to work with the childcare industry, and it’s been a welcome experience. I’ll share some observations about this industry and its people from a non-expert, enthusiastic supporter.
Aspirational framing kicks values-based actions into gear in a way that statements about “who we are” just don’t.
The leader’s job is to use these three tools to create the desired culture.
I was lucky enough to go on a 2-week family trip to Vietnam in April. Among the bánh mì, pho, history and shopping, the trip inspired some thinking about leadership and culture.
Identity is heavily influenced by one’s social environment and interaction. What does this mean for work?
People’s behaviour at work makes sense when you understand how they’re judging what’s going on around them.
I’m asking you to genuinely think about this. It’s very easy to read a thinkpiece about workplace dynamics and then move on, gently reassured that you’re one of the good ones, rather than put work in to make change that lasts.
A leader needs to understand why people believe in the things they do and how can they be persuaded to change what they think.
The reality is that not everyone has the same idea of what values are attached to particular kinds of behaviour, and also that people have limits on their capability and capacity.
Leaders play a critical role in creating the right conditions to support mental health and wellbeing in the workplace.