Our Managing Director, Sam Robinson, is in the June issue of the Hunter Business Review. Read Sam's article about how to get the right training for your team.
Here's our Managing Director, Sam Robinson, on creating clarity for your team by setting fair and consistent social, technical, and commercial expectations.
Sometimes you don’t know what you think you know. With a little humility and curiosity, a good organisation will build learning and interdependency into how work gets done.
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.
It’s all too easy to assume that you and others are on the same page – or that your own understanding of a purpose won’t shift over time if it isn’t documented
What works is presenting a toolkit where a person gets to choose what to do when, time to reflect and try it out, stories and support, raw honesty, and a lot of courage.
The common phrase "everyone's replaceable" is such a misnomer. Yes, you might be able to replace a hardworking employee who knows how to do everything right, but at what cost?
Where leaders ignore or don't do this, the impact is profound - for the worse. Where leaders do this sensitively and purposefully, the impact is profound - for the better.
If you're only hearing one narrative about your organisation (especially if everyone's using the exact same positive language), it's time to take another look at why.
If you're working for an organisation where mild challenges to the organisation's image are perceived as an attack, you are in an organisation that refuses to learn or change.
Work is way more satisfying when you're crystal clear on what's expected and you've got the means to do it well. A well-constructed capability framework will support good role design, accountability, and achievement of your organisational objectives.
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.
The most positive organisations are often those where there is a genuinely held shared belief that good social processes are absolutely vital for everyone.
Our Managing Director, Sam Robinson, is in the June issue of the Hunter Business Review. Read Sam's article on p.22 about how to get leadership development training right.
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.
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.
Listening - really listening - to someone else is the highest form of respect you can pay to someone else. Being a mental health first aider just gives you an extra reason to do it.
Sometimes a decline in performance results can be a positive wake up call, or can tell you that your improved measure design, understanding, and data collection are doing exactly what they are meant to do.
Among all the "back to basics" tools we talk to people about at LKS Quaero, task assignment is the most immediately accessible, no matter where you work or what you do.
Safety applies to everyone: on worksites, in the office, physically, and psychologically. We're proud to support our clients to sustain strong safety results in safety cultures that walk the talk.
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.
An organisation in which things work like they're supposed to and in which people have a clear understanding of how their work is useful is an organisation with a good foundation for a positive, productive culture.
A clear and assertive approach to time management will support you and others to get your work done with less stress, better relationships, and a renewed sense of purpose in your role.
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.
When you've been doing something for a long time - like leadership or management - it can seem like you have all the experience you need to meet any challenge.
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.
I often circle back to the importance and principles of well-designed measurements. Here's a model that we use with our clients to get really specific on that structure and rigour.
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.
A lot of visionary and clever strategic plans fizzle out, much to the frustration of the designers. Here's how to avoid it and make your strategy viable.
If you make KPIs meaningful and connected, you'll get an accurate picture of performance from staff. You'll also get staff who are more motivated and clear on their work and its value.
Benchmarking tends to result in a high effort exercise with very little to show for it. If you want to undertake benchmarking, there's a right way to go about it.
We're strong believers in program governance that links every activity back to your objectives. It doesn't have to be overwhelmingly complicated or impenetrable - in fact, it shouldn't be.
