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.
That’s why it’s so important socially for us to value persistence; it builds more satisfied human beings who are better at doing what they need to do, and who value the journey.
By organising authorities to ensure decisions are made efficiently at the lowest viable level, organisations can unlock their full potential and achieve sustained success.
Fostering trust between managers and workers is paramount for achieving organisational goals and maintaining employee wellbeing.