Keeping people engaged and clear on what they need to do and why saves time and misdirected effort – here’s how.
If injury or death are not genuine possibilities for you cognitively, you’re going to act like you’re invincible. And you’re not invincible.
If you’ve ever assigned a task only to find that the work that occurs is not what you’ve intended, context and purpose may be the missing factors.
It’s the leadership that creates the culture and it is the culture that delivers the results (good or bad).
People who are still trying to make things better when they’re scared of a backlash, or don’t have a lot of faith that anything positive will happen, are people from whom you really need to hear.
What organisations need to be mindful of as people return to the office.
The most positive organisations are often those where there is a genuinely held shared belief that good social processes are absolutely vital for everyone.
Other people have mental states and inner lives that will never be accessible to the rest of us. We all know this, of course, but I challenge you to think about whether you are really applying that knowledge.
Organisations need to make space for people to respond honestly and be better prepared for future challenges.
It is critical to get change done right, lest you usher in more negative mythologies through a false dawn and reinforce a negative, unproductive culture.
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